INDUSTRY 

-R.C.FELD" 


^"^'a—*'*^ 

^^^3^^ 

EX  LIBRIS 


h 


n 


HUMANIZING  INDUSTRY 


HUMANIZING    INDUSTRY 


BY 

R.  C.  FELD 


NEW  YORK 
E.  P.  DUTTON  &  COMPANY 

681  FIFTH  AVENUE 


COPYRIGHT,  1920, 
BY  E.  P.  BUTTON  &  COMPANY 


All  Rights  Reserved 


Printed  in  the  United  States  of  America 


PREFACE 

SIR  ROGER  DE  COVERLY,  whenever  a  question  of 
moment  was  propounded  to  him,  used  to  say,  "There 
is  much  to  be  said  on  both  sides."  The  present  in- 
dustrial situation  boils  down  to  that.  There  is  much 
to  be  said  on  both  sides.  Capital  has  been  remiss 
in  its  dealings  with  labor;  labor  has  been  remiss  in 
its  dealings  with  capital.  Both  of  them  would  have 
us  believe  that  they  are  Simon-pure.  Neither  of 
them  is. 

Things,  however,  are  happening  in  American  in- 
dustry to-day  that  it  would  be  well  for  both  the 
extreme  labor  agitator  and  the  arbitrary  employer  to 
take  cognizance  of.  The  sound  and  successful  in- 
dustrial  leaders  of  the  country  are  in  the  van* of  a 
movement  whose  purpose  it  is  to  create  a  stronger 
spirit  of  cooperation  between  themselves  and  the  men 
in  their  plants.  This  movement  has  sprung  up 
spontaneously  throughout  the  various  industrial  cen- 
ters of  the  country.  It  is  impossible  to  keep  track 
of  it,  but  it  is  there — alive,  vibrant  and  vital.  It  is 
undirected  and  unharnessed,  born  entirely  out  of  a 
desire  for  understanding  of  the  mutual  needs  of  all 
the  factors  in  organizations  and  an  appreciation  that 

V 

527250 


vi  Preface 


we  have  reached  a  new  era  in  the  progress  of  civiliza- 
tion, an  era  that  demands  new  relationships  and  new 
methods.  The  "human"  element  has  entered  into  in- 
dustry. In  some  instances,  the  doors  have  been  thrown 
open  wide  to  meet  it;  in  others,  they  are  half -shut; 
in  still  others,  they  are  nailed  tight.  But — a  be- 
ginning has  been  made  and  a  trail  blazed.  Upon  the 
numbers  who  fall  in  line  and  walk  that  trail  will 
depend  the  health  of  the  future  industrial  life  of  the 
nation. 

E.  C.  F. 


CONTENTS 

CHAPTER  PAGE 

I.    STEUTHERS  ARRIVES - .     .     .  1 

II.    BEN  HURLEY .^  .  22 

III.  ACCIDENT  PREVENTION 44 

IV.  HEALTH  MEASURES *.   s'   •  93 

V.    CONSTRUCTING  CONFIDENCE 139 

VI.     EDUCATION 152 

VII.    PENSIONS,    DISABILITY    FUNDS    AND    DEATH 

BENEFITS 197 

VIII.  HOUSING 251 

IX.  PROFIT-SHARING 294 

X.  INDUSTRIAL  REPRESENTATION 335 

XI.  HURLEY  DECIDES  TO  STAY 371 

XII.    HARD  WICK  FALLS  IN  LINE    ,  383 


Vll 


HUMANIZING  INDUSTRY 


HUMANIZING   INDUSTRY 


CHAPTER  ONE 

STEUTHEES  ARRIVES 

THE  train  stopped  at  the  side  of  the  uncared  for, 
weatherbeaten  and  smoke  begrimed  shack  that  was 
called  the  station  at  Eawburn.  One  passenger  got 
off;  nobody  got  on  and  with  a  wild  raucous  shriek 
that  might  by  a  stretch  of  fancy  have  been  interpreted 
into  an  insane  laugh  of  derision,  the  two  connected 
cars  that  made  up  the  entire  rolling  stock  of  the 
Jimson  County  Railroad  moved  on.  Peter  Struthers 
watched  them  as  they  turned  the  corner,  followed  the 
smoke  with  his  eyes  until  the  last  curling  mist  dis- 
appeared, then  turned  his  gaze  toward  the  street 
that  stretched  before  him.  Our  English  language 
is  limited.  There  is  no  word  that  adequately  de- 
scribes the  hundreds  upon  hundreds  of  similar  shack- 
lined  roads  or  alleys,  highways  or  byways,  that  make 
up  the  social  communities  of  some  of  our  industrial 
towns  or  villages.  The  word  "street"  is  used  for  lack 
of  a  truer.  Insofar  as  this  was  a  roadway  with  two 


2  Humanizing  Industry 

rows  of  houses  facing  each  other  across  an  area 
through  which  traffic  might  pass,  this  was  a  street. 

A  look  of  concern  came  into  Struthers'  eyes.  He 
let  his  eyes  rove  over  the  scene  before  him.  Scores 
of  gray  roofs  monotonously  alike,  with  nothing  to 
change  their  depressing  similarity  of  pattern  but  an 
occasional  drunken  chimney,  met  his  gaze.  The 
yawning  holes  made  by  the  missing  bricks  leered  out 
at  him  like  toothless  hags.  Way  and  beyond  these 
domestic  chimneys  loomed  tall,  dark,  black-velveted 
smoke  stacks  that  belched  forth  heavy  folds  of  inky 
vapor.  Those,  without  doubt,  were  the  company 
buildings. 

Struthers  turned  his  feet  in  that  direction.  He 
walked  along  the  single  row  of  sagging  pavement  that 
separated  the  houses  from  the  deeply  lined  mud  of 
the  gutter,  carrying  his  grip  in  his  hand.  Before 
very  long  its  ever-increasing  weight  began  to  tell  on 
him  and  he  took  off  his  soft  gray  hat  and  began  mop- 
ping his  brow.  A  few  yards  ahead  of  him  a  woman 
stood  aimlessly  leaning  on  one  of  the  posts  of  her 
house.  Struthers  walked  up  to  her. 

"Good  morning,"  he  began.  "I  have  just  come 
in  from  New  York.  I  am  going  over  to  the  offices  of 
the  Kawburn  Machine  Company.  I  wonder  if  you 
know  of  a  place  where  I  can  leave  my  grip.  It  is 
very  heavy  and  the  way  seems  rather  long." 

The  woman  looked  at  him  in  a  half-interested  fash- 
ion. According  to  her  estimation  he  was  about  thirty- 


Struthers  Arrives  3 

five.  He  was  slender  and  not  very  tall.  His  rumpled 
hair  was  dark  brown,  his  eyes,  a  nondescript  gray. 
His  clothes  were  clean  but  not  especially  good.  As 
far  as  she  could  judge  he  was  of  her  own  class.  The 
soft  collar  was  familiar  to  her,  so  was  the  creaseless 
slouch  in  the  trousers.  Her  lips  responded  to  the 
questioning  smile  in  Struthers'  eyes. 

"You've  come  for  work,  eh?  Well,  I  don't  know 
that  there  is  any.  I  ain't  got  any  room  for  any  more 
boarders,  but  if  you'll  walk  on  down  to  the  end  of  the 
street  and  turn  into  the  third  house  on  the  right,  I 
think  maybe  the  Hurleys  will  take  you  in." 

Struthers  thanked  her  and  went  on.  Before  he 
had  gone  very  far,  he  was  halted  by  the  woman's 
voice  calling  after  him. 

"You  ain't  a  Swede,  are  you?  Ben  Hurley  hates 
Swedes.  Swedes  and  the  Boss  of  the  Works.  Other- 
wise, he  ain't  bad." 

Struthers  walked  on.  He  had  not  thought  of  put- 
ting up  at  the  village  in  his  original  plans.  The 
feasibility  of  it,  however,  appealed  to  him.  He 
thought  he  could  overrule  any  objection  that  the  man 
whom  he  was  going  to  see  might  have.  An  amused 
light  came  into  his  eyes.  He  wondered  whether  Mrs. 
Hurley,  the  wife  of  Ben  Hurley  who  hated  Swedes 
and  the  Boss,  could  put  him  up.  He  followed  the 
directions  given  him  and  came  to  the  house  he  was 
looking  for.  Externally  it  was  the  same  as  the  scores 
of  houses  he  had  passed  on  the  way — gray;  crude; 


4  Humanizing  Industry 

ugly  in  its  useful  outlines ;  pitiful  in  its  open  display 
of  having  been  made  to  order  on  a  general  pattern 
that  must  have  been  worn  thin  in  the  constant  repeti- 
tion of  its  use. 

Struthers  knocked  on  the  door.  He  waited  a  few 
seconds.  There  was  no  response.  He  knocked  again. 
This  time  he  heard  a  soft  padding  coming  in  his  di- 
rection. The  latch  was  drawn  and  a  woman's  anxious 
face  peered  out  at  him  through  the  space  made  by 
the  length  of  the  chain  that  held  the  door  open  but 
which  made  admittance  impossible.  The  face  was 
that  of  a  woman  of  about  forty  and  comely.  Struth- 
ers looked  into  the  room  as  far  as  he  could  see  through 
the  limited  passage.  The  room  though  poor  and 
threadbare  appeared  clean.  Struthers  smiled  with  a 
smile  that  started  from  his  eyes.  The  man  didn't 
know  it  but  that  smile  was  one  of  his  strongest  assets. 
The  utter  honesty  and  good  cheer  that  radiated  from 
it  served  to  disarm  the  woman.  She  smiled  back 
at  him. 

"I  was  told  you  might  be  able  to  put  me  up,"  he 
began.  "I  have  just  come  in  from  New  York  and 
am  on  my  way  to  the  Works.  It's  very  heavy  carry- 
ing this  load  and  if  you  would  let  me  leave  it  here, 
I'd  be  very  grateful  to  you.  And,  by  the  way,  I'm  not 
a  Swede." 

The  woman  smiled  in  answer. 

"You  say  you  are  going  to  the  Works.    And  you've 


Struthers  Arrives  5 

come  from  New  York.  Well  now,  that's  funny. 
Seems  to  me  a  person  wouldn't  want  to  come  here 
from  nowheres,  especially  from  New  York.  I  guess 
you  must  have  been  pretty  hard  up.  Well,  you  ain't 
no  worse  off  than  we  are,  so  that's  all  right.  We 
know  what  it  means  to  be  hard  up,  so  I  guess  we  can 
help  somebody  who's  in  the  same  boat.  What  did 
you  say  your  name  was?" 

"Peter  Struthers." 

The  woman  unhooked  the  latch  and  made  room 
for  Struthers  to  come  in. 

"You  see,  there  are  so  many  different  kinds  of  peo- 
ple here  and  they  speak  so  many  languages  that  Ben 
likes  me  to  have  the  door  shut  all  the  time.  He  thinks 
it's  safe.  I  don't  know.  It  seems  to  me  there  ain't 
anything  much  in  here  that  anybody  might  want." 

While  she  was  speaking  she  led  him  into  a  room 
that  connected  with  the  sitting  room.  It  was  a  little 
bedroom  with  nothing  but  a  bed  and  a  chair  in  it. 
On  the  walls  were  some  hooks.  There  were  no  closets 
of  any  kind.  One  narrow  window,  neatly  curtained, 
looked  on  a  dingy  back  yard  that  connected  with  an- 
other back  yard  equally  dingy  belonging  to  the  next 
house.  A  few  scraggly  plants  were  trying  to  raise 
their  sooty  heads  out  from  the  sandy  soil. 

Struthers  turned  to  Mrs.  Hurley. 

"How  much  will  it  be?" 

"Two  dollars  a  week  for  the  room  without  meals; 


6  Humanizing  Industry 

five  dollars  with  meals.  If  you  ain't  got  any  money 
now,  I  can  wait  until  after  your  first  week.  I  guess 
you're  all  right." 

Struthers  thanked  her,  took  out  his  pocketbook  and 
deposited  a  five-dollar  bill  with  her.  The  suitcase 
was  reposing  on  the  floor.  As  he  turned  to  leave  the 
room  his  eye  fell  on  it. 

"Where  do  I  put  this?  Is  there  a  closet  or  any- 
thing?" 

Mrs.  Hurley  laughed,  a  bitter  little  laugh. 

"No,  there  ain't  no  closets  or  anything.  We  put 
those  under  the  beds." 

Struthers  did  as  he  was  told.  He  went  into  the 
kitchen  and  washed  his  face  and  hands.  Then  he 
continued  on  his  way  to  the  Works. 

He  soon  left  the  village  behind  him.  Before  him 
stood  the  massed  rows  of  buildings  that  constituted 
the  Kawburn  Machine  Works.  They  looked  like  giant 
caterpillars  stretched  out  at  full  length,  low,  long, 
and  smoldering  with  possibilities  of  potential 
growth. 

"Like  caterpillars,"  the  thought  went  through 
Struthers'  brain,  "like  caterpillars,  low,  dark  and 
crawling  but  with  power  to  grow  into  something  fine 
and  beautiful.  Like  a  caterpillar  hugging  the  ground 
until  it  gains  the  power  and  the  knowledge  of  how 
to  raise,  itself  into  the  air  and  sunshine  and  fly.  Poor 
old  Hardwick!  Monarch  of  all  he  surveys,  but  God, 
what  a  survey!" 


Struthers  Arrives  7 

Struthers  walked  on,  intently  observing,  all  Ms 
senses  alive  to  the  sound  and  sight  of  industry  at 
work.  He  passed  from  building  to  building,  scanning 
the  doorways  of  the  different  shops  until  he  came  to 
the  one  marked  "Office."  He  turned  the  handle  and 
walked  in.  The  room  was  roughly  whitewashed.  In 
a  corner  at  a  desk  sat  a  man  bent  over  a  few  sheets 
of  foolscap.  Struthers  coughed.  The  man  looked  up. 

"Building  across  the  street  for  jobs,"  he  called  out. 
Without  waiting  for  a  reply  he  turned  again  to  his 
work.  Struthers  looked  at  him  in  amusement  for  a 
moment.  The  man  was  unaware  of  the  scrutiny. 
Struthers  cleared  his  voice.  The  sound  of  it  made 
the  man  start. 

"Good  heavens,  you  gave  me  a  scare.  I  thought 
you  were  gone.  I  told  you  it  was  the  house  across 
the  street.  We  can't  do  nothing  for  you  here.  See?" 

Struthers  nodded  his  head  in  affirmation. 

"I  understand.  It's  the  house  across  the  street 
where  I  am  to  go  to  for  work.  But  I  want  something 
else  first.  I  want  to  speak  to  Mr.  Hardwick.  And 
you're  to  go  and  tell  him  that  I  want  to  speak  to  him. 
See?"  Struthers  good-naturedly  mimicked  the  in- 
tonation of  the  other  man's  closing  inflection.  There 
was  a  sound  of  authority  with  a  certain  amount  of 
goodfellowship  in  his  voice  that  was  not  to  be  de- 
nied. The  man  rose  slowly. 

"People  that  come  to  see  Mr.  Hardwick  make  ap- 
pointments and  have  cards.  If  you've  made  an 


8  Humanizing  Industry 

appointment  or  have  a  card,  I'll  be  glad  to  go  into 
his  office  and  tell  him  you  are  here.  You  understand, 
sir,  that  we  can't  have  everybody  running  in  and  out 
and  disturbing  him." 

Struthers  smiled. 

"I  understand  perfectly.  But,  suppose  I  ask  you 
to  take  a  chance  on  me  and  go  into  Mr.  Hardwick's 
office  and  tell  him  that  Mr.  Peter  Struthers  of  New 
York  has  arrived.  I  think  he  will  see  me.  We  have 
some  mutual  friends  and  interests." 

The  man  looked  up  with  a  look  of  interest. 

"Did  you  say  Mr.  Peter  Struthers,  sir?" 

Struthers  nodded. 

"I  beg  your  pardon,  sir,  for  keeping  you  waiting, 
but  I  didn't  know.  We  didn't  expect  you  until  to- 
morrow. Have  you  a  car,  sir,  or  baggage  or  anything 
to  be  taken  care  of?  I'll  attend  to  it  immediately 
if  you'll  tell  me." 

"I  have  nothing.  That  is,  nothing  but  a  small 
valise  of  which  I  have  already  disposed.  I  have  no 
car  and  no  baggage  to  speak  of.  And  now,  will  you 
kindly  tell  Mr.  Hardwick  that  I  am  here?" 

The  man  quickly  disappeared  through  the  door 
leading  into  the  inner  chamber  and  in  a  short  while 
emerged  and  motioned  for  Struthers  to  enter. 

A  man  of  his  own  age  rose  to  greet  him. 

"Struthers,  old  man."  Their  hands  met  in  a  firm 
grip.  They  stood  silently  for  a  few  seconds,  then 
Stephen  Hardwick  motioned  Struthers  to  a  chair. 


Struthers  Arrives  9 

Struthers  looked  at  the  face  opposite  him.  It  was 
not  that  of  the  man  from  whom  he  had  parted  five 
years  ago.  It  was  harder,  older,  more  careworn,  tired 
and  very  bitter.  The  hardness  and  the  bitterness 
were  the  most  striking  features.  The  men  talked  of 
non-essentials  for  a  few  minutes.  Then  Struthers 
steered  the  subject  around  to  the  one  that  was  upper- 
most in  their  minds. 

"How  goes  it,  Stephen?  How  does  it  feel  being 
the  owner  of  all  this  wealth  and  all  this  industry? 
How  does  it  feel  being  'the  responsible  head  of  a  plant 
that  employs  over  one  thousand  people'  ?  Your  father 
used  to  be  very  proud  of  making  that  assertion." 

"My  father,  yes,"  Hardwick  replied.  "Things  were 
different  in  his  time.  When  a  man  owned  a  plant 
of  this  sort  he  owned  it.  It  meant  something  to  him. 
He  could  mold  it  and  shape  it  according  to  his  own 
likes  and  dislikes.  He  could  run  it  when  he  liked, 
as  he  liked,  and  by  whom  he  liked.  He  could  give 
an  order  and  feel  confident  that  it  would  be  obeyed 
irrespective  of  whether  it  suited  the  whims  or  the 
tastes  or  the  hours  of  the  men  it  concerned.  It  had 
to  suit.  That  was  all.  He  was  the  owner — the  men 
were  responsible  to  him  for  their  livelihood,  for  their 
homes,  for  their  happiness,  for  everything,  and  they 
knew  it.  There  was  a  distinct  line  of  demarkation 
between  the  two.  The  employee  could  go  so  far  and 
no  further.  And " 

Struthers  interrupted  him. 


IO  Humanizing  Industry 

"And  the  employer  could  go  all  the  way  and  some 
more.  What,  Hard  wick?" 

Hardwick  snorted. 

"Bah,  you  make  me  sick.  You  and  your  theories. 
You  have  always  had  this  queer  streak  in  you.  You 
always  talked  about  the  lack  of  understanding  be- 
tween people.  I  tell  you  there  can't  be  any  under- 
standing between  people  so  utterly  and  totally  op- 
posed to  each  other  as  these,  my  people,  and  I  are. 
My  people!  My  people!  Tommyrot.  They  are  no 
more  my  people  than  I  am  the  Czar  of  Russia." 

Struthers  smiled. 

"There's  where  you've  hit  the  nail  on  the  head. 
By  your  comparison,  I  mean.  They  are  no  more  your 
people  than  you  are  the  Czar  of  Russia.  The  Czar 
of  Russia  is  something  that  is  obsolete.  So  is  the 
sort  of  relationship  that  existed  between  your  father 
or  your  grandfather  and  the  people  who  worked  for 
him.  A  new  relationship  has  sprung  up.  A  better 
relationship,  if  you  please.  A  relationship  that  is 
not  one  of  damning  paternalism  and  all  the  evils  it 
can  imply  and,  in  a  good  many  instances,  did  imply, 
but  one  of  cooperation  and  understanding  between  the 
two  factors  in  industry  which  need  not  and  should 
not  be  what  you  are  pleased  to  call  them,  'opposing'. 
I  tell  you,  Hardwick,  you  have  got  to  understand  that 
they  are  humans  just  as  you  are  a  human  and  that 
you've  got  to  reach  them  through  the  qualities  that 


'Strut hers  Arrives  II 

make  them  human  and  not  those  that  make  them 
cogs  in  a  wheel. 

"You  say  that  in  the  time  of  your  father  things 
were  not  in  the  state  that  they  are  in  to-day.  Of 
course  not.  If  you  want  to,  you  can  go  back  one  step 
further  and  say  that  in  the  time  of  your  grandfather 
things  were  even  more  satisfactory,  from  your  point 
of  view,  if  you  please,  than  they  are  to-day.  But 
Hardwick,  man,  you  forget  that  we  are  going  ahead, 
that  little  by  little  the  world  is  becoming  a  better  and 
a  finer  place,  and  that  the  sporadic  attempts  at  rais- 
ing the  plane  of  existence  of  the  kind  of  people  who 
are  working  for  you  and  for  the  numberless  men  like 
you  are  indications  of  the  natural  evolution  of  the 
true  relationship  in  industry.  This  world  is  a  heavy 
old  body  and  true  to  the  letter  of  the  old  saw  that  big 
bodies  move  slowly,  any  progress  it  makes  along  any 
line  must  necessarily  be  slow.  Some  people  are  clear- 
sighted and  they  see  the  signs  long  before  the  rest  of 
us  do;  others  are  slower  to  understand  that  we  are 
moving  ahead  and  getting  on  a  bit  further  in  this 
game  that  we  call  civilization  and  they  have  to  be 
pushed  and  prodded  and  given  strong  lensed  glasses 
to  see  conditions  as  they  are  and  to  appreciate  that 
we  have  put  another  milestone  behind  us.  I  tell  you 
it  is  good  to  see  these  milestones  of  progress  disap- 
pearing behind  you  and  good  to  see  the  new  ones 
shining  ahead  of  you.  And  it  is  fine  and  wonderful  to 


12  Humanizing  Industry 

be  one  of  the  atomic  bits  of  power  that  help  to  give 
the  energy  and  the  urge  that  makes  the  travel  along 
this  road  a  little  bit  faster  than  it  might  otherwise  be. 

"There  are  men  like  this  in  American  industry  at 
the  present  time,  scores  of  them.  In  some  instances, 
it  was  their  own  foresight  that  brought  them  to  an 
appreciation  of  the  fact  that  success  in  industry — 
and  that  means  success  in  life,  for  life  is  based  on 
the  industry  of  a  country — meant  cooperation  in  in- 
dustry and  humanness  in  industry.  In  others  it  was 
the  war  that  brought  it  to  their  consciousness.  They 
saw  the  Toms,  Dicks  and  Harrys  and  the  Marys, 
Susans  and  Kates,  in  a  new  light.  They  saw  how 
these  people  were  made  aware  of  their  ability  to  help 
turn  the  current  against  monarchial  autocracy  and 
how  they  gave  of  their  ability  and  their  strength  in 
the  fullest  measure.  In  the  face  of  such  knowledge, 
they,  men  like  you,  masters  of  industry,  could  not 
help  but  see  that  when  the  carnage  was  over,  life 
would  have  to  be  started  on  a  new  basis,  a  basis 
where  an  appreciation  of  this  knowledge  would  have 
to  be  shown  in  something  lasting  and  constructive, 
in  milestones  along  the  path  of  humanizing  industry. 

"Hardwick,  I  am  talking  business  now.  I  am  giv- 
ing you  hard  business  sense.  You  have  got  to  come 
off  the  plane  on  which  your  father  used  to  stand,  you 
have  got  to  forget  the  idea  that  capital  and  labor  are 
opposing  factors,  you  have  got  to  believe  that  they 
are  powers  that  run  in  harness,  that  you  have  a  cer- 


Struthers  Arrives  13 

tain  amount  of  the  weight  to  pull  and  that  the  people 
who  work  for  you  have  a  certain  amount  of  the  weight 
to  pull  but  that  you  are  both  pulling  in  harness  and 
pulling  together.  Together.  Do  you  understand 
me?" 

Hardwick  sat  staring  at  Peter.  His  body  was 
slumped  deep  down  into  his  seat.  His  hands  were 
pushed  into  the  pockets  of  his  trousers.  Around  the 
lined  corners  of  his  mouth  played  a  half -interested 
and  half-ironic  smile. 

Finally  he  laughed  out  loud.  The  lips  of  Struthers 
tightened  to  hear  him.  It  was  not  a  pleasant  laugh 
and  yet  not  an  unkind  one  in  its  intent. 

"Hear  the  child  rave,  hear  him,  will  you.  Hear 
him  talk  about  the  things  of  which  he  knows  nothing. 
Hear  him  talk  about  the  milestones  in  civilization. 
Hear  him  talk  about  the  new  era  in  industry.  You 
will  be  telling  me  shortly  that  the  millennium  is  due 
within  a  week. 

"Tell  me  what  are  you,  Struthers,  preacher,  social- 
ist, propagandist,  fool  or  what?  Or  are  you  all  these 
combined .  into  an  alley  whose  distinctive  feature  is 
hairbrainedness  and  moonshine?  Oh,  I  like  you, 
Struthers,  I  like  you,  telling  me  that  you  are  talking 
hard  business  sense  to  me.  What  do  you  know  about 
business  sense?  What  do  you  know  about  industry? 
What  do  you  know  about  the  men  and  women  who 
make  up  industry?  What  do  you  know  about  their 
abilities  and  their  intelligence  and  their  powers? 


14  Humanizing  Industry 

Their  ability  and  intelligence  and  powers !  God  save 
the  mark!  Do  you  know  what  I  have  been  getting 
in  the  way  of  ability  and  intelligence  and  power?  Do 
you  know?  Of  course,  you  don't,  else  you  would  not 
speak  as  you  do.  Substitute  cowardice,  stupidity  and 
stubbornness  for  those  idealistic  terms  of  yours  and 
you'll  come  nearer  the  truth.  What  have  I  been  get- 
ting in  the  way  of  service  for  which  I  pay?  Strikes, 
walkouts,  threats  to  leave,  to  destroy  machinery,  to 
destroy  me,  if  you  will,  unless  I  accede  to  their  de- 
mands. And  what  demands?  It  would  make  my 
father  turn  in  his  grave  if  he  knew  the  state  things 
were  in  at  the  present  time.  I  tell  you,  man,  and  give 
heed  to  these  words,  I  hate  them  every  one  of  them 
as  they  every  one  of  them  hate  me.  I  employ  them 
because  they  mean  the  gaining  of  the  things  that 
mean  life  to  me  as  they  work  for  me  because  it  means 
the  possibility  of  life  for  them.  It  is  an  open  contract 
with  no  love  lost  in  it.  For  value  received,  and  noth- 
ing more. 

"You  go  out  to  my  working  people,  gather  them  in 
one  of  the  public  squares,  talk  to  them  in  the  spell- 
binding way  that  you  have,  tell  them  that  I  have  an 
important  contract  to  fill  and  that  if  they  walk  out 
to-morrow  they  can  force  me  to  give  them  an  increase 
in  wages,  even  though  that  increase  would  eventually 
mean  the  ruin  of  the  business  and  the  ruin  of  the 
industry  that  is  the  means  of  livelihood  to  them,  and 
I  tell  you,  it  will  be  the  unusual  man  who  will  not 


Struthers  Arrives  15 

form  in  line  with  you.  Where  is  the  intelligence  in 
that?  Where  is  the  cooperation  in  that?  Where  is 
the  good  business  sense  in  that?  Just  as  long  as 
men  are  what  they  are,  impelled  by  no  other  desire 
than  the  one  of  gouging,  gouging,  gouging,  there  can 
be  no  running  in  harness,  there  can  be  no  pulling 
together. 

"I  tell  you,  Struthers,  I  would  give  a  good  deal 
in  my  life  to  feel  that  some  few  of  those  men  out  there 
in  the  shops  and  in  the  factories  would  in  the  face 
of  such  a  situation  as  I  pictured  stand  with  me  and 
with  the  industry.  But  they  wouldn't,  they  wouldn't. 
Why?  Because  they  hate  me  and  anything  they  can 
do  to  ruin  me  up  to  the  point  of  completely  ruining 
themselves,  they  will  do. 

"Bah,  what's  the  use  of  it  all?  What  is  the  use  of 
it?  I  hate  the  bicker,  I  hate  the  squabbles,  I  hate  the 
bargaining  and  bandying.  I'm  a  tired  man,  Struthers, 
a  very  tired  man.  And  a  very  sick  man.  Mentally 
and  emotionally  sick.  I  wanted  to  do  big  things.  I 
wanted  to  make  the  thing  grow.  I  wanted  to  be  able 
to  say  not  as  my  father  said  that  he  had  one  thousand 
men,  but  that  I  have  two  thousand  men  working  for 
me.  What  have  I  instead?  I  do  the  same  things  as 
my  father  did,  use  the  same  methods,  give  better 
wages  and  what  do  I  get?  Nothing  that  is  satisfac- 
tory, and  God,  how  much  that  is  soul-sickening  and 
mind-harrowing." 

The  man  paused  for  a  moment,  then  went  on  in  a 


16  Humanizing  Industry 

lower  voice.  "They  hate  me,  Struthers,  and  I  wish, 
how  I  wish,  they  didn't.  But  they  do  and  for  no 
other  reason  but  the  one  that  I  am  their  employer  and 
they  are  my  employees  and  there  you  are." 

Hardwick  flung  himself  out  of  his  chair  and  began 
pacing  the  floor.  The  eyes  of  the  man  at  the  table 
followed  him.  There  was  deep  sympathy  there  and 
deep  understanding. 

"Hardwick,"  he  began,  "I  am  going  to  talk  to  you 
straight  from  the  shoulder.  Straight,  Hardwick. 
Why  in  the  name  of  anything  that  you  call  sacred, 
should  they  love  you?  What  besides  giving  them  the 
bare  necessities  of  life  have  you  done  for  them?  By 
your  own  confession  you  have  done  nothing  but  what 
your  father  has  done.  You  call  it  everything  that 
your  father  has  done.  There  is  a  slight  difference  in 
phrasing,  but  a  mighty  big  difference  in  meaning. 
You  say  you  hoped  to  be  able  to  say  some  day  that 
you  employed  not  one  thousand  men  but  two  thou- 
sand men.  If  you  had  made  your  aim  instead,  the 
one  of  employing  one  thousand  happy  men  in  a  health- 
ful, sanitary  community  you  might  more  quickly 
perhaps  have  attained  some  measure  of  satisfaction 
and  happiness  yourself.  What's  more,  you  might 
have  reached  the  goal  of  the  two  thousand.  However, 
that  was  not  your  way.  Instead  of  going  ahead  and 
starting  from  where  your  father  left  off,  you  retraced 
his  steps  and  used  the  methods  and  machinery  that 
Ms  dead  body  left  behind  him.  Those  methods  and 


Struthers  Arrives  17 

machinery  are  outworn  and  outgrown  at  this  date. 
You  have  got  to  inject  new  life  and  a  new  spirit  into 
this  plant  if  you  are  to  make  it  any  source  of  hap- 
piness to  you.  You  have  got  to  substitute  new  meth- 
ods for  old ;  successful  methods  for  unsuccessful  ones. 

"You  called  me  several  uncomplimentary  things. 
Never  mind.  That  is  one  of  the  privileges  of  friend- 
ship. It's  all  right.  No  ill  feeling.  Some  day,  I 
hope  to  be  able  to  reciprocate.  However,  that  is  not 
the  point.  You  asked  me  to  come  out  here.  I  take 
it  you  did  so  because  of  some  faith  in  my  abilities. 
Perhaps  you  are  thinking  now  that  you  were  mis- 
taken. I  trust  you  won't  be.  I  have  seen  sicker  men 
than  you,  and  more  discouraged  men  than  you. 
What's  more,  I  have  seen  sicker  plants  than  yours 
and  I  hope  you  will  admit  that  yours  is  a  sick  plant. 
I  have  tried  my  hand  at  a  bit  of  doctoring,  Hardwick, 
and  sometimes  I  have  succeeded.  I  should  like  to  try 
my  hand  at  doctoring  you  and  this  place  that  you  call 
your  own.  Will  you  or  won't  you  let  me  do  it?" 

Hardwick  stroked  his  chin.  His  eyes  rested  on  the 
desk  in  front  of  him.  Finally  he  spoke. 

"It's  not  a  matter  of  will  I  or  will  I  not  let  you  do 
it,  Struthers.  Thompson,  the  oil  man,  spoke  well  of 
you  to  me.  He  said  you  were  sane.  And  had  business 
sense.  To  be  quite  frank,  I  don't  see  it.  When  he 
mentioned  your  name  and  I  found  it  was  my  old 
friend,  for  we  are  friends,  Struthers,  irrespective  of 
our  clashing  points  of  view,  I  decided  to  get  in  touch 


1 8  Humanizing  Industry 

with  you  and  ask  you  to  come  to  see  me.  You  are 
here,  Struthers,  and  you  speak  of  cooperation  and 
running  in  harness.  I  want  something  more  than 
talk.  I  want  to  be  successful,  I  want  to  see  this  plant 
put  on  a  sane  paying  business  basis.  I  don't  want  to 
be  unkind,  Struthers,  but  are  you  the  man  to  talk 
sane  business  sense?  Are  you  a  man  who  knows  any- 
thing about  sane  business  methods?" 

Struthers  laughed. 

"You're  very  frank,  Hardwick,  and  I  like  you  for 
it.  I  have  always  liked  you  for  it.  I  am  here  and 
I  am  going  to  stay.  I  am  going  to  suggest  changes, 
lots  of  them,  to  you.  Don't  get  frightened.  I  shall 
not  suggest  a  single  change  whose  value  I  shall  not 
be  able  to  prove  by  its  having  been  incorporated  by 
highly  successful  business  establishments  of  the  kind 
that  you  might  be  proud  to  direct.  That's  fair,  isn't 
it?  I  told  you  that  there  were  men  in  American  in- 
dustry who  could  look  ahead  along  the  road  of  in- 
dustrial progress  and  inculcate  and  inaugurate  re- 
forms that  marked  the  milestones  in  the  evolution  of 
the  humanization  of  industry.  I  shall  give  you 
specific  instances  of  the  success  of  these  reforms  from 
a  business  standpoint.  I  shall  not  talk  theory  but 
shall  show  you  what  has  been  done.  You  can  accept 
or  reject,  as  you  please.  That's  fair,  isn't  it?" 

Hardwick  smiled. 

"You  dreamer,  you,"  he  said.     "Do  you  mean  to 


Struthers  Arrives  19 

face  me  here  and  tell  me  that  there  are  successful 
business  men  who  are  full  of  your  wild-eyed  theories 
and  who  have  put  them  in  their  plants  and  found 
them  to  work  out  successfully.  Don't  be  an  ass, 
Struthers,  it  can't  be  done.  I  know  because  I  am 
acquainted  with  the  material  with  which  you  intend 
to  work.  However,  I  shall  not  condemn  a  thing  be- 
fore I  have  given  it  a  fair  hearing.  But  remember, 
it's  sanity  I  demand,  sanity  in  business  methods  and 
no  milk-and-water  coddling  and  kowtowing  to  the 
men  who  are  working  for  me.  That's  understood, 
isn't  it?"  Struthers  nodded.  "Very  well,  we'll  call 
it  a  bargain." 

The  men  shook  hands  over  it.  Hardwick  lit  a 
cigar.  He  motioned  Struthers  to  take  one.  Struthers 
pulled  out  his  pipe  instead.  Hardwick  laughed. 

"Same  old  smell-box.  Why  don't  you  stow  it, 
Struthers,  and  smoke  a  regular  smoke?  Oh,  by  the 
way,  of  course,  you'll  put  up  with  me." 

"Sorry,  Hardwick,  but  can't  be  done.  I  thought  I 
should  originally,  but  I  changed  my  mind  when  I 
got  into  town.  I  want  to  get  at  this  in  my  own  way. 
My  own  fool  way,  if  you  please.  No,  I've  taken  a 
room  with  the  Hurleys.  And  I'm  going  to  take  a 
job  in  the  shops." 

Hardwick's  face  clouded.     He  frowned  deeply. 

"Of  all  fool  things.  And  of  all  fool  places.  Why 
any  sane  man  should  choose  to  live  in  the  Dumps 


2O  Humanizing  Industry 

when  he  can  have  a  clean  room  and  a  private  bath 
is  beyond  my  comprehension.  Don't  be  an  ass, 
Struthers.  You  come  along  home  with  me." 

Struthers  shook  his  head. 

"No,  I  guess  it's  the  Dumps  for  me.  By  the  way, 
is  that  what  they  call  that  section  of  the  town?  It's 
rather  descriptive  of  it.  No  offense  meant,  Hard- 
wick.  But  it  is  the  Dumps,  isn't  it?" 

"Well,  what  did  you  expect?  You  didn't  imagine 
that  these  people  would  be  living  in  palaces  and  roll- 
ing around  in  limousines.  Oh,  come  now,  be  sensible, 
for  heaven's  sake.  Those  shacks  down  there  have 
been  put  up  for  years,  they  are  comfortable,  that  is, 
as  comfortable  as  the  people  who  live  in  them  can 
expect  to  have  them.  They  don't  pay  very  much  for 
them  and  the  fact  that  they  are  out  of  repair  is  their 
lookout.  It  just  proves  my  contention  that  you 
cannot  judge  them  on  the  basis  that  you  would  have 
them  rise  up  to.  However,  don't  let's  start  that  all 
over  again.  There  will  be  time  and  enough  for  that. 

"Did  you  say  you  were  going  to  stay  with  the 
Hurleys?"  he  continued.  "Queer,  your  having  landed 
there.  Hurley  is  one  of  the  most  difficult  men  to 
deal  with.  He's  foreman  of  the  drill  shops.  The 
men  like  him,  he  turns  out  good  work,  but  he's  as 
sullen  as  a  Russian  and  as  stubborn  as  a  mule. 
Hurley  and  I  have  had  one  or  two  talks.  He  event- 
ually saw  things  my  way,  but  it  hasn't  made  him  any 
pleasanter.  Going  to  work  under  him,  are  you?" 


Strut  hers  Arrives  21 

"Might  as  well  be  there  as  any  other  place," 
Struthers  replied.  "I'll  be  going  along  now.  By  the 
way — your  old  friend  outside.  You'll  tell  him  that  I 
am  just  as  broke  as  he  seemed  to  think  I  looked  and 
that  you  gave  me  a  job  for  old  time's  sake.  What  do 
you  say?  I'll  probably  drop  in  on  you  some  day  next 
week.  I  suppose  you're  here  for  a  while  after  the 
shops  close.  Good." 

The  men  shook  hands  again  and  Struthers  left.  He 
paused  for  a  moment  as  he  reached  the  street. 

"Poor  old  Hardwick.  Poor  old  Hardwick,"  he 
ruminated.  "The  pity  of  that  confession  and  yet  the 
hope  in  it.  They  hate  me,  Struthers,  and  I  wish,  how 
I  wish,  they  didn't/  " 


CHAPTER  TWO 

BEN  HURLEY 

• 

IT  was  after  the  evening  meal  at  the  Hurleys'.  Mrs. 
Hurley  was  washing  the  dishes  at  the  sink  built  in 
at  one  side  of  the  room  which  served  in  the  double 
capacity  of  kitchen  and  dining  room.  Hurley  sat  at 
one  end  of  the  table  reading  a  paper.  At  the  other 
end  sat  Struthers,  smoking  a  pipe.  He  gazed  at  the 
face  opposite  him  contemplatively.  It  was  not  a  bad 
face  nor  a  weak  face.  There  was,  moreover,  a  cast 
of  line  about  it  that  was  strangely  familiar  to 
Struthers.  He  puffed  hard  at  his  pipe  trying  to  re- 
call where  he  had  but  recently  seen  that  same  groove 
of  bitterness  around  the  mouth,  that  same  hard  look 
of  being  pitted  against  a  force  that  was  trying  the 
granite  in  him.  There  was  no  doubting  the  presence 
of  granite.  The  whole  make-up  and  the  set  of  the  man 
proclaimed  its  existence.  Struthers  wrinkled  his 
brow.  Where  had  he  seen  that  same  facial  expres- 
sion, that  same  hard  virility,  that  same  attitude  of 
standing  against  the  wall,  unwilling  to  give  or  take 
favor? 

Suddenly  he  started.  He  had  it.  Hardwick,  of 
course.  Hardwick  and  Hurley.  Hardwick  the  man 

22 


Ben  Hurley  23 

who  refused  to  believe  that  America  was  well  on  the 
way  toward  a  newer,  saner,  more  constructive  epoch 
in  industry,  and  Hurley,  who  dimly  aware  of  the  new 
forces  in  industry  was  straining  at  the  yoke  in  a 
manner  which  might  eventually  break  it  but  which 
would  break  him  as  well.  Fundamentally,  the  two 
were  alike  in  their  stubborn  resistance  to  each  other, 
their  refusal  to  see  each  other's  points  of  view,  their 
bitter  coddling  of  their  misunderstandings  which 
nourished  the  roots  of  their  antagonism. 

Struthers  had  been  working  under  Hurley  for  five 
days  and  had  had  ample  opportunity  to  study  him  as 
well  as  the  conditions  under  which  the  men  labored. 
Conditions  in  the  shops  were  bad ;  the  eye  of  a  novice 
could  see  that.  But  that  was  of  minor  importance 
to  Struthers  as  compared  with  the  conditions  of  the 
men's  brains.  Men  like  Hurley,  for  instance.  The 
shop  could  be  changed,  that  was  purely  physical,  but 
could  Hurley  be  changed?  And  could  Hardwick  be 
changed?  And  would  new  conditions  in  the  shop 
help  to  create  the  change?  Would  the  physical  en- 
vironment have  an  effect  upon  the  mental  attitude? 

Struthers'  mind  went  on  searching,  questioning, 
delving.  Here  was  Hardwick,  his  friend,  an  exponent 
of  what  the  world  was  pleased  to  call  capitalism. 
Here  was  Hurley,  whom  he  hoped  to  make  his  friend, 
the  exponent  of  labor.  Here  he  was,  Struthers,  full 
of  the  faith  of  the  possibility,  nay  more,  the  need  of 
having  these  opposite  factors  meet  in  order  that 


24  Humanizing  Industry 

American  life  and  American  industry  might  prosper. 
Was  that  faith  based  on  hopes  and  dreams  alone? 
No.  Ten  thousand  times  no.  One  by  one  the  numer- 
ous examples  of  the  progressive  elements,  the  human- 
izing elements  in  industry,  that  he  had  seen  success- 
fully carried  out  passed  before  his  mind's  eye. 
According  to  the  statistics  of  the  government's  Labor 
Bureau  alone,  and  those  statistics  did  not  cover  every 
phase  of  industrial  betterment  work  nor  every  at- 
tempt on  the  part  of  the  employer  and  his  employees 
to  get  closer  together  in  a  better  and  a  richer  under- 
standing, there  were  some  fifteen  hundred  represen- 
tatives of  industry  in  the  United  States  who  had 
inaugurated  industrial  improvements  of  various 
sorts.  All  these  were  on  the  road  and  although  they 
had  not  covered  all  of  it,  they  had  passed  some  of  the 
milestones.  The  passing  of  milestones,  these  were  the 
American  methods  of  changing  conditions.  Con- 
struction instead  of  destruction.  That  was  the  thing. 

But  that  resemblance  between  Hurley  and  Hard- 
wick.  That  was  amusing.  Very.  Struthers  chuckled 
aloud.  Hurley  looked  up  and  met  his  gaze.  The 
look  was  not  unfriendly. 

"What's  the  joke,  Struthers?  Pass  it  on.  A  joke 
doesn't  go  half  bad  these  days." 

"Oh,  nothing  much.  I  was  just  thinking  of  the 
general  cussedness  of  human  nature  and  the  general 
likeness  of  human  nature.  I  was  thinking  of  you 
and  Hardwick  and " 


Ben  Hurley  25 

"Stop  thinking  of  me  and  Mr.  Hardwick.  It'll  be 
doing  me  a  favor  if  you  will.  I've  got  to  work  for 
him.  That  can't  be  helped.  But  I  don't  have  to 
think  him,  live  him  and  talk  him,  do  I?"  He  stopped, 
then  laughed  shortly  and  bitterly.  "I  don't  have  to, 
but  hang  it,  I  do.  I  do,  Struthers,  and  it  isn't  good 
for  me  and  it  isn't  good  for  him.  I  hate  him,  and 
what's  more,  I'm  beginning  to  hate  myself  for  stand- 
ing for  the  things  that  he  forces  down  upon  me  and 
the  men." 

Hurley's  voice  was  low  and  well  modulated. 
Strangely  enough,  there  was  no  passion  or  excitement 
behind  the  words.  They  were  spoken  calmly,  quietly 
and  conclusively.  Struthers  looked  up  in  interest. 
There  was  a  deep  sincerity  and  strength  behind  the 

words  that  could  not  be  denied.     He  waited  for 

I 

Hurley  to  go  on.  Instead  Hurley  rose.  He  stood 
staring  down  intently  at  Struthers.  Struthers  met 
his  gaze.  Finally  Hurley  spoke. 

"I  can't  talk  in  a  house,  Struthers.  I  can't  talk 
across  a  table  when  I  see  your  face  watching  me 
and  waiting  for  the  things  I'm  going  to  say.  It  makes 
me  feel  like  a  kid  reciting  a  poem.  But  I'd  like  to 
talk  with  you.  You're  no  fool.  What  do  you  say  to 
walking  out  a  bit?  It's  all  right  if  you  don't  want 
to  go,  but  I'd  be  obliged  to  you  if  you  did.  Once  in 
a  while  a  man  likes  to  get  a  few  things  off  his  chest." 

Struthers  got  up  and  the  two  men  went  out  to- 
gether. For  a  long  time  neither  of  them  said  any- 


26  Humanizing  Industry 

thing.  Struthers  was  afraid  to  speak  for  fear  of  say- 
ing the  wrong  thing.  Hurley  was  silent  because  of 
the  things  that  were  struggling  to  be  said,  but  for 
which  he  could  find  no  words.  They  had  reached 
the  factory  buildings  before  Hurley  spoke. 

"Here  we  are.  The  factory  buildings.  The  factory 
buildings  of  your  friend.  Stephen  Hardwick.  Fine 
friend,  great  friend,  isn't  he?  He  expected  to  find 
you  a  rich  and  prosperous  man,  was  going  to  have  you 
live  with  him  for  a  while,  but  you  were  poor  and 
broke  so  he  gave  you  a  job  as  a  cheap  mechanic. 
Burke  told  me.  He  told  me  how  he  heard  you  talking 
and  arguing  and  how  you  finally  came  out  and  went 
over  to  the  employment  office  to  get  a  job.  Anybody 
with  half  an  eye  can  see  you're  too  good  for  the  job, 
but  friend  Hardwick  doesn't  see  it  that  way.  No,  sir, 
when  a  feller's  broke,  then  friendship  go  hang.  That's 
Hardwick's  code  of  morals." 

Struthers  interrupted  him. 

"I  don't  think  you  understand,  Hurley." 

"No,  of  course,  I  don't.  I  can  understand,  though, 
your  saying  this.  You're  all  right,  Struthers,  and  I 
like  you.  You're  no  yawling  baby.  But  let  me  tell 
you  that  Hardwick  is  due  for  a  fall  one  of  these  days. 
He  can't  go  on  this  way  forever.  He  can't  go  on  using 
his  high-handed  methods  very  much  longer.  The  man 
in  the  shops  is  being  educated  to  what  is  his  by  right 
and  one  of  these  days,  Struthers,  he's  going  to  kick 
up  such  a  row  that  your  Hardwicks  and  the  men 


Ben  Hurley  27 

like  him  are  going  to  go  up  in  smoke.  And  nobody 
will  miss  them.  Nobody.  We'll  run  things  our  way 
for  a  change." 

"What  is  your  way,  Hurley?  What  exactly  are 
you  going  to  do?" 

"That  will  come  later.  First,  we'll  get  rid  of  these 
monsters  that  suck  the  lifeblood  out  of  us,  that 
squeeze  us  so  hard  that  every  bit  of  human  joy  is 
choked  out  of  us,  and  then,  well,  we'll  see  what  we'll 
do." 

Struthers  smiled. 

"Hurley,  you  sound  like  a  page  out  of  an  I.  W.  W. 
text-book." 

Hurley  colored  under  the  words. 

"Well,  what  if  I  do?  Is  there  any  other  text-book 
that  sees  our  end  of  the  bargain?  Is  there  any  other 
text-book  that  dares  to  tell  of  things  as  they  are  and 
where  they  are?  Is  there  any  other  text-book  that 
puts  into  words  the  things  you  want  to  do,  the  things 
that  come  into  your  brain  like  nightmares  during 
your  waking  and  sleeping  hours?  I  tell  you,  they've 
got  it  straight,  Struthers,  and  it's  up  to  us  to  see 
them  through." 

"See  them  through  what?" 

"Overthrow  of  conditions  as  they  are." 

"And  then,  what?  Exactly  what?  What  will  you 
do  here  in  this  plant  after  you  have  destroyed  Hard- 
wick  and  the  buildings  and  the  machinery  and  every- 
thing? What  exactly  will  you  do?  How  will  you 


28  Humanizing  Industry 

go  about  building  up  new  things,  new  buildings,  new 
conditions?  What  specific  changes  do  you  intend  to 
make?  What  new  features  are  you  going  to  intro- 
duce? What  new  arrangement  are  you  going  to  in- 
augurate? Who  will  direct  and  who  will  work? 
How  will  you  direct  and  how  will  you  work?  Tell  me, 
Hurley,  tell  me  these  things." 

"Those  will  come  later,"  was  the  answer.  "I  don't 
know  yet  how  they  will  work  out,  but  I  do  know  that 
we  need  a  change  and  need  it  badly." 

"I  agree  with  you  there,  entirely.  But  the  change 
will  not  and  need  not  come  in  the  manner  in  which 
you  describe.  If  it  does,  then  heaven  help  you,  Hur- 
ley, and  heaven  help  Hardwick  as  well.  Hurley,  you 
are  an  American,  are  you  not?" 

"I  am,  five  generations  back." 

"Very  good.  You  will  understand  what  I  have  to 
say  all  the  better.  You  have  for  some  time  been 
feeling  that  the  conditions  under  which  you  and  your 
men  have  to  work  are  unsatisfactory.  It  is  more 
than  a  question  of  wages,  isn't  it?  It's  general  dis- 
satisfaction with  conditions  as  they  are  and  a  desire 
for  change.  Very  well.  But  there  is  no  point  in  cre- 
ating a  change  just  for  the  purpose  of  change  alone. 
A  change  is  worth  something  when  you  substitute  a 
good  thing  for  a  bad  thing,  but  when  you  have  no 
substitute  to  offer,  then  you  would  do  well  to  hold 
on  to  the  thing  that,  unsatisfactory  as  it  is,  serves  to 
bring  some  definite  results.  There  is  no  point  in 


Ben  Hurley  29 

destroying  things  without  practicable  plans  of  build- 
ing them  up.  I  say  practicable,  with  reason. 

"You  have  been  reading  and  listening  to  theorists 
and  fanatics  who  are  suffering  from  fancied  wrongs. 
Oh,  I  know,  I  know,  that  you  have  definite  and  real 
causes  to  desire  changes  here,  but  they  are  not  what 
these  people  would  make  you  believe  they  are".  These 
people  are  suffering  from  wrongs,  but  they  are  not  the 
wrongs  of  American  life  and  American  institutions. 
They  are  the  remembered  wrongs  of  a  regime  and 
a  system  that  are  foreign  to  our  existence. 

"Let  me  be  more  explicit.  In  spite  of  the  many 
statements  to  the  contrary,  the  people  who  are  the 
guiding  forces  of  this  class-consciousness  movement 
are  not  Americans.  A  good  many  of  them  are  Rus- 
sians. I  repeat  they  have  cause  or,  rather,  had  cause 
to  rebel  against  the  conditions  of  life  under  which 
they  were  forced  to  exist.  A  good  many  of  these  lead- 
ers are  men  and  women  who  personally  had  suffered 
under  the  rule  of  the  iron  heel  of  autocracy.  Many 
of  them  had  taken  part  in  the  Revolution  of  1905. 
Many  of  them  had  lived  in  the  prisons  of  Russia. 
Many  of  them  had  suffered  the  miseries  of  Siberia. 
Many  of  them  had  felt  what  it  means  to  be  barred 
from  an  education  when  every  fiber  and  breath  of  the 
body  had  called  for  a  chance  to  develop  the  minds 
with  which  they  were  endowed.  Good  minds,  too, 
Hurley.  Brilliant  minds.  The  kind  of  minds  that 
under  more  favorable  conditions  would  have  made 


30  Humanizing  Industry 

them  the  forerunners  of  progressive  thought  and  life 
in  their  country. 

"But  conditions  were  not  favorable  and  what  hap- 
pened? They  banded  themselves  together  and  wrote 
a  hymn  of  hate  that  was  more  deadly  than  anything 
the  world  has  ever  known,  a  hymn  of  hate  of  destruc- 
tion and  dissolution  of  everything  that  spelled  bond- 
age to  them.  Mark  my  words,  Hurley,  I  am  not 
condemning  them  on  that  score.  That  hymn  of  hate 
was  inspired  by  wrongs  and  sufferings  the  like  of 
which  we  here  have  no  conception.  As  far  as  they 
were  able  they  were  paying  in  the  same  sort  of  coin 
that  they  had  received.  Again  I  say,  I  have  no  quar- 
rel with  them  on  that  score.  Don't  for  a  moment 
imagine  that  I  am  of  the  belief  that  the  humble  atti- 
tude is  the  right  attitude  and  that  the  individual 
should  allow  himself  to  be  submerged  under  forces 
greater  than  himself  without  making  an  effort  to 
clear  himself  of  them. 

"Those  men  and  women  were  suffering  there  for 
lack  of  political  freedom,  religious  freedom,  educa- 
tional freedom.  Their  minds  as  well  as  their  bodies 
were  not  their  own.  Under  those  circumstances  they 
were  justified  in  using  the  methods  they  did  use. 
None  other  would  have  been  understood  in  that  coun- 
try. None  other  were  within  their  reach. 

"Things  came  to  a  pass  where  they  decided  that 
leaving  the  country  was  the  best  and  the  safest  thing 
to  do.  'Discretion  is  the  better  part  of  valor'  and 


Ben  Hurley  31 

under  some  conditions  it  is  the  wiser  course  to  run 
than  to  stay  and  suffer  the  penalties  of  representing 
a  cause  that  is  lost.  Especially  when  you  can  be  of 
greater  good  alive  than  dead. 

"A  good  many  of  them  came  here.  They  had  heard 
of  the  land  of  freedom  and  wanted  to  make  it  their 
own.  They  pictured  it  as  a  modern  Utopia.  Now, 
Hurley,  I  am  talking  to  you  as  a  man  of  sense  and 
sanity.  There  is  no  modern  Utopia.  The  world  is 
made  up  of  human  beings.  Some  of  them  are  more 
progressive  than  others.  Some  of  them  are  finer  than 
others.  Some  of  them  have  younger  traditions  than 
others.  The  last,  by  the  way,  is  the  biggest  asset  a 
country  can  have.  We  have  that  asset.  Because  we 
are  the  youngest  country  in  the  world  we  have  the 
power  to  take  the  biggest  steps  in  progress.  Very 
often  we  don't  take  them,  it  is  true,  but  that  is  not 
because  we  do  not  think  of  them  and  do  not  want 
them.  That  is  due  to  the  fact  that  we  are  human 
beings,  the  same  sort  of  beings  that  people  the  entire 
earth,  open  to  the  same  mistakes,  the  same  stupidities, 
the  same  drawbacks,  and  the  same  reactions.  The 
big  thing  to  remember  is  that  we  started  out  well, 
with  a  clean  bill  of  health  and  a  good  program  of 
freedom  of  life,  liberty  and  action.  We  have  gone 
ahead  following  that  program  just  as  far  as  it  is 
possible  for  blind  uncoordinated  human  beings  to  go. 
And  every  nation  is  made  up  of  blind  uncoordinated 
human  beings.  And  every  nation  will  be  unco- 


32  Humanizing  Industry 

ordinated  for  time  to  come.  I  don't  know  but  what 
that  is  not  the  best  way.  Sight  is  good  and  co- 
ordination is  good,  but  allow  it  to  go  to  an  extreme, 
and  I  verily  believe  you  lose  the  joy  of  living.  That, 
however,  is  not  the  point  here. 

"The  point  is  that  as  nations  go  we  have  much  to 
be  proud  of  and  much  to  be  grateful  for.  However, 
these  people  did  not  see  it  in  that  light.  Because 
they  saw  poverty,  because  they  saw  misery  and  dirt 
and  squalor — and  we  will  have  these  conditions  until 
we  reach  the  millennium,  Hurley,  in  spite  of  all  we  can 
do  to  fight  them — they  immediately  arrived  at  the 
conclusion  that  we  here  were  in  no  way  any  better 
off  than  they  had  been  in  Kussia.  With  eyes  that 
had  been  accustomed  to  seeing  nothing  but  injustice 
and  wrong  and  serfdom,  they  interpreted  the  life  here 
in  those  terms.  They  saw  political  injustice,  reli- 
gious intolerance,  industrial  slavery,  educational 
bondage.  They  either  cannot  or  will  not  see  that 
what  they  are  condemning  is  no  way  akin  to  condi- 
tions in  their  own  country.  Their  perspective  is 
warped,  their  reasoning  perverted.  The  virus  of 
hate  has  seeped  through  the  bone  and  marrow  of 
them.  No  matter  what  the  conditions  and  no  matter 
what  the  country,  they  will  always  find  oppression 
and  repression  of  every  sort.  It's  a  case  of  'seek  and 
ye  shall  find.' " 

Struthers  paused  for  a  moment.    Hurley,  who  had 


Ben  Hurley  33 

been  listening  quietly  all  this  time,  broke  in  with  the 
words : 

"There  is  enough  to  find,  heaven  knows." 

"True,  Hurley,  there  is  enough  to  find  but  not  to 
the  extent  that  these  people  would  make  you  believe. 
Do  you  feel  that  you  are  being  oppressed  along  politi- 
cal, religious  or  educational  lines?  I  admit  there  is 
much  to  be  desired  in  the  relationship  between  the 
employer  and  the  employed,  but,  Hurley,  there  is 
much  being  done  of  which  you  people  are  ignorant, 
of  which  these  leaders  of  the  'class-conscious'  groups 
desire  you  to  be  ignorant  and,  it  may  be,  in  a  good 
many  cases  of  which  they  themselves  are  ignorant. 
Changes  are  being  made  along  American  lines  of 
progress.  They  are  not  lines  of  destruction.  They 
are  lines  of  construction,  of  educating  the  employer 
as  well  as  the  employed  in  the  need  of  better,  cleaner, 
healthier  working  conditions  and  the  fundamental 
truth  that  there  can  be  no  harmony  or  success  in 
industry  without  cooperation  in  industry.  Coopera- 
tion between  the  forces  that  build  it  up ;  between  the 
mind  that  runs  the  plant  and  the  hand  that  runs 
wheels ;  between  Hardwick  and  you." 

Hurley  snorted.  Again  Struthers  noticed  the  re- 
semblance in  the  mental  make-up  between  him  and 
Hardwick. 

"Cooperation  between  Hardwick  and  me,  did  you 
say?  Hardwick  and  me?  That's  pretty  rich.  Man 


34  Humanizing  Industry 

alive,  every  time  I  have  spoken  to  that  man  about 
anything  in  the  shops,  it  was  to  be  told  that  he  was 
running  things  in  his  own  place  as  he  saw  fit  and  if 
the  men  didn't  like  it  they  could  walk  out." 

"Very  true.  That  sounds  exactly  like  Hardwick. 
But,  Hurley,  have  you  ever  gone  to  him  for  any  reason 
other  than  the  one  that  unless  he  does  so  and  so,  the 
men  will  quit?  Have  you  ever  approached  him  with- 
out a  bludgeon  of  some  sort  in  your  hand?  Without 
a  threat  of  closing  up  the  shops,  I  mean.  I  know 
it  isn't  your  fault,  that  you  are  merely  the  spokesman 
for  the  men  in  the  factory,  but  Hurley,  have  you  ever 
been  the  spokesman  for  something  that  I  call  'con- 
structive?' Have  you  ever  gone  to  him  and  suggested 
necessary  changes  purely  on  the  basis  of  shop 
efficiency?" 

"No,  I  haven't,"  Hurley  admitted.  "The  less  I  have 
to  go  to  him  the  better  I  like  it.  Besides,  what  value 
would  he  put  on  any  suggestion  of  mine?  You  see, 
his  kind  and  my  kind  are  on  opposite  sides  of  the 
fence.  His  kind  have  always  had  a  mutual  sort  of 
union  among  themselves.  There  are  so  few  of  them 
compared  to  us  that  they  can  work  together  with- 
out actually  coming  together.  Besides,  they  were 
educated  to  the  need  of  standing  together  for  the 
good  of  their  own  welfare. 

"In  the  case  of  the  workman  this  class  conscious- 
ness has  naturally  been  of  slow  growth.  There  are 
so  many  of  us,  you  see.  So  many  of  so  many  different 


Ben  Hurley  35 

varieties  and  nationalities  and  languages.  But  we 
are  fast  getting  there  and  when  we  do,  let  me  tell 
you,  things  will  be  different." 

"Things  will  be  different  but  how  different?" 
Struthers  broke  in.  "I  understand  fully  and  appre- 
ciate the  need  of  concerted  and  concentrated  effort. 
But,  Hurley,  direct  that  effort  in  the  proper  channel. 
I  once  knew  a  very  clever  newspaperman  who  used 
to  say  that  what  the  world  needed  was  not  class 
consciousness  but  social  consciousness.  What  is  the 
difference  between  the  two,  you  ask?  This,  that  class 
consciousness  means  a  straining  against  human  forces, 
whereas  social  consciousness  means  a  working  toward 
and  with  cooperating  human  forces. 

"The  point  of  the  matter  is  that  we  have  no  classes 
here  in  America  and  that  the  term  'class  conscious- 
ness' is  a  misnomer.  It  is  something  that  has  been 
grafted  upon  us  by  the  same  people  who  have  wrongly 
seen  all  the  evils  of  the  whole  world  duplicated  in 
our  industrial  life.  A  man's  son  in  this  country  does 
not  necessarily  follow  the  same  line  of  work  that  his 
father  follows.  He  does  not  have  to  depend  upon  his 
father  to  teach  him  the  trade  that  will  gain  him  his 
livelihood.  He  can  branch  out  for  himself  and  follow 
his  natural  bent.  He  need  not  remain  in  the  station 
in  which  he  was  born. 

"It's  this  feeling  of  class  consciousness,  however, 
that  will  serve  to  keep  him  there.  It's  this  hatred  of 
everything  that  means  control  that  will  foster  the 


36  Humanizing  Industry 

seeds  of  class  lines  in  this  country.  Instead  of  going 
forward,  we  seem  to  be  going  backward.  Instead  of 
giving  to  the  older  civilizations  the  best  that  we 
can  offer  in  the  way  of  advancement  and  progress, 
we  are  taking  from  them,  through  the  channels  of  the 
unhappiest  members  of  their  races,  the  worst  that 
they  have  in  the  form  of  retrogression  and  re- 
action. 

"What  makes  you  imagine  that  these  holier-than- 
thou  people  who  are  opposed  to  anything  American 
and  who  refuse  to  see  the  value  in  anything  American 
unless  they  can  rightly  or  wrongly  trace  its  origin 
to  their  own  ranks,  are  going  to  bring  you  to  the 
millennium?  What  makes  you  think  that  power  in 
the  hands  of  their  leaders  will  be  more  desirable  than 
power  and  control  in  the  hands  of  those  that  built 
it  up?  Don't  forget,  Hurley,  that  people  are,  above 
all,  human,  and  that  under  certain  conditions  they 
all  act  in  the  same  way. 

"Let  me  give  you  a  specific  instance.  This  is  a 
true  story.  I  know  a  number  of  these  leaders  of  the 
ultra-radical  movements.  I  have  heard  them  speak 
of  the  wrongs  of  the  workers.  I  have  heard  them 
stress  the  need  of  class  consciousness.  One  of  them 
is  a  Russian.  He  came  over  to  America  about  twelve 
years  ago.  Like  a  good  many  of  the  rest  of  them  he 
immediately  took  up  the  burden  of  the  oppressed. 
In  talk,  only,  if  you  please,  but  the  talk  sounded  sin- 
cere and  I  took  him  for  a  misguided  but  honest  ideal- 


Ben  Hurley  37 

ist.  He  was  a  farmer.  In  order  to  gain  a  livelihood 
he  bought  himself  a  few  hundred  acres  of  land.  To 
increase  his  earnings,  he  turned  his  place  into  a 
boarding  house  for  the  summer  months.  The  people 
who  came  there  were  of  his  own  nationality,  speaking 
his  own  language.  According  to  him,  however,  they 
were  not  as  far  advanced  or  as  well  educated  as  he 
was.  Maybe  they  were  not.  That,  however,  is  not 
the  point. 

"Three  years  ago,  while  we  were  in  the  midst  of 
the  war  with  Germany,  the  papers  were  full  of  the 
sufferings  of  the  children  and  refugees  in  the  Euro- 
pean countries.  You  remember.  Very  well.  This 
man  suddenly  conceived  the  idea  one  day  of  making 
a  collection  among  his  boarders  for  the  relief  of  war 
sufferers.  That  was  the  way  he  put  it,  'the  relief 
of  war  sufferers/  I  believe  he  managed  to  get  some 
twenty  dollars  together.  The  people  were  willing 
and  anxious  to  do  something  for  the  unfortunates 
overseas.  No,  this  man  did  not  take  the  money  for 
himself.  Neither,  however,  did  he  send  it  overseas  for 
relief  work.  Instead  he  made  out  a  check  for  the  full 
amount  to  one  of  the  Socialist  leaders  who  had  been 
imprisoned  for  talking  sedition  during  the  war.  The 
check  with  his  signature  on  it  was  sent  as  an  offering 
of  sympathy  to  the  man  in  prison.  I  daresay  it 
cheered  him.  According  to  our  Russian  friend  he  had 
played  a  good  practical  joke  on  the  people  who  had  in- 
trusted their  offerings  to  him.  He  made  the  startling 


38  Humanizing  Industry 

contention  when  telling  the  story,  that  he  had  fol- 
lowed the  letter  of  the  purpose  of  the  collection  by 
sending  it  to  a  war  sufferer  of  the  highest  type. 

"Maybe  he  had.  But  if  he  or  his  kind  had  gotten 
hold  of  such  a  story  in  relation  to  one  of  the  captains 
of  industry,  what  do  you  think  he  would  have  made 
of  it?  What  about  the  talk  of  robbery  and  pillage 
and  swindle  that  you  would  have  heard?  What 
about  the  oppression  of  the  poor  and  the  embezzle- 
ment of  funds?  What  about  the  need  of  standing 
together  to  overthrow  the  yoke  of  bondage?  Tell 
me,  is  swindle  by  your  own  class  any  more  commend- 
able than  swindle  by  the  class  for  whom  you  are 
working?  I  am  using  the  term  'class'  in  the  manner 
in  which  you  do.  You  understand  what  I  mean.  I 
don't  see  it  that  way  at  all.  Any  right  or  wrong  that 
is  done  is  not  done  by  one  class  against  another  but 
by  one  human  being  against  another.  We  are  all  of 
the  same  mold  underneath  the  surface." 

Hurley  interrupted  him. 

"Hold  on  a  minute,  will  you?  Hold  on.  You  are 
damning  the  whole  lot  of  these  people  by  telling  me 
of  your  experience  with  one  of  them.  That  doesn't 
seem  to  hold  water  to  me." 

"Maybe  it  doesn't.  No  more  does  your  contention 
hold  water  that  all  people  who  employ  men  are  slave- 
drivers  and  labor  exploiters  who  squeeze  you  so  dry 
that  every  bit  of  human  joy  is  choked  out  of  you. 
That  was  the  statement  that  you  made,  wasn't  it? 


Ben  Hurley  39 

Or  something  like  it.  On  what  are  you  basing  your 
judgments?  How  many  men  of  this  type  have  you 
known?  You  call  Hard  wick  one.  I  don't  know  that 
he  is.  Hardwick  is  fundamentally  sound.  So  I  think 
are  a  good  many  others  like  him.  What  they  need 
is  what  you  and  your  kind  need — a  better  understand- 
ing of  conditions  as  they  are.  An  understanding  of 
the  finer  and  more  progressive  phases  of  industry  as 
well  as  the  poorer  and  the  more  backward. 

"It's  a  matter  of  ignorance  on  both  sides,"  Struth- 
ers  continued.  "Ignorance  on  the  side  of  Hardwick 
who  doesn't  know  or  refuses  to  know  that  many  of 
the  successful  business  men  of  to-day  are  running 
their  plants  on  a  new  basis  of  kinship  and  cooperation 
with  the  men  they  employ,  and  ignorance  on  your 
part  of  the  possibility  of  the  existence  of  such  a  state 
of  affairs  without  first  undermining  and  destroying 
the  complete  structure  of  industry.  To  my  mind  it 
is  a  case  of  the  pot  calling  the  kettle  black.  To  my 
mind  you  are  both  pretty  black.  Ignorance  always  is." 

Hurley's  face  grew  set.  His  jaw  squared. 
Struthers  heard  the  click  of  his  teeth  and  felt  that  he 
had  gone  too  far.  The  tone  of  Hurley's  voice  when 
he  spoke  convinced  him.  It  was  thick  with  anger. 

"That's  where  you've  said  something  true.  Igno- 
rance always  is  black.  And  whose  fault  is  it  that  we 
are  ignorant?  Whose  fault,  I  ask  you?  Hardwick's 
and  the  men  like  him.  Hardwick,  who  pushed  our 
fathers  so  hard  against  the  wall,  that  learning  of 


40  Humanizing  Industry 

anything  but  a  trade  wasn't  to  be  thought  of.  Do 
you  think  that  being  a  foreman  of  a  drill  shop  is  the 
thing  I  want  to  be?  Do  you  think  that  living  in  this 
God-forsaken  hole  is  the  place  that  I  should  have 
chosen  if  I  could  have  helped  it?  Do  you  think  that 
it  makes  me  any  happier  to  always  have  to  fight, 
fight,  fight?  But  I'm  going  to,  Struthers,  I'm  going 
to,  until  either  Hardwick  or  I  am  beaten." 

Struthers  put  his  hand  on  Hurley's  arm. 

"I'm  with  you  there,  Hurley.  I'm  with  you  there 
with  one  little  difference.  I'm  going  to  fight  until 
both  Hardwick  and  you  are  beaten.  And  I'm  going 
to  fight  hard,  just  as  hard  as  both  of  you  are.  But 
I  am  going  to  fight  with  different  weapons.  I  am 
not  going  to  threaten  you  or  Hardwick.  I  am  not 
going  to  talk  of  strikes  or  cuts  in  wages.  I  am  going 
to  present  facts  on  the  one  hand  and  constructive 
change  on  the  other.  Those  are  the  only  things  that 
will  convince  either  of  you." 

"You  think  Hardwick  will  listen  to  you,  do  you? 
After  he  gave  you  the  show-down  he  did?" 

"Come,  come,  Hurley,  Hardwick  gave  me  no  show- 
down. The  fact  that  he  let  me  work  in  his  factory 
is  all  the  more  to  his  credit.  What  would  you  have 
thought  of  him  and  of  me,  if  I,  an  able-bodied  man, 
capable  of  taking  care  of  myself,  would  have  been 
content  to  live  off  the  bounty  of  his  hand?  You  doubt- 
less would  have  made  it  another  grievance  against 
him.  You  doubtless  would  have  called  me  a  para- 


Ben  Hurley  41 

site.  Yon  might  have  been  right  in  a  measure,  in 
both  instances.  Personally,  I  think  it  is  none  of  your 
business  how  Hardwick  manages  his  personal  affairs. 
I  think  you  will  agree  with  me  there,  but  nevertheless, 
I'll  wager  it  would  have  made  food  for  talk  and 
thought  to  you.  What?" 

"Oh,  I  don't  know,"  came  back  the  brief  reply. 
There  was  silence  for  several  moments.  Hurley 
broke  it. 

"I  say,  Struthers,  I'm  going  to  be  straight  from  the 
shoulder  with  you.  You  are  working  in  my  shop 
and  living  in  my  home.  I  have  a  right  to  know.  Are 
you  with  us  or  are  you — we'll  call  it  acting  for 
Hardwick?" 

"You  mean  spying,  don't  you?  I'm  not.  Be  as- 
sured of  that.  As  for  being  with  you,  I  am,  just  as 
far  as  you  are  sane.  After  that,  you  have  got  to  be 
with  me." 

"What  do  you  intend  doing?" 

"Make  Rawburn  a  happy  industrial  community." 

"Ha !  How  the  Hell  are  you  going  to  do  that?  I 
beg  your  pardon,  Struthers,  but  how  are  you?" 

"  'How  the  HelF  is  all  right.  And  don't  beg  my 
pardon  for  it.  But  it's  going  to  be  done.  With  your 
help  and  Hardwick's." 

Hurley  turned  about  and  faced  Struthers.  He 
looked  at  him  for  several  seconds.  Then  he  laughed. 

"You  babe  in  the  wood,  you  poor  little  babe  in  the 
wood.  Don't  you  know  any  better  than  that?  Don't 


42  Humanizing  Industry 

you  know  any  better?  Hardwick  and  me.  I  like  that. 
Hardwick  and  me  are  on  two  different  sides  of  the 
fence  and  we  stay  there.  He  isn't  the  kind  of  a  man 
that  teeters  about  on  the  fence  and  I'm  not  the  kind 
of  a  man  who  can  do  that  stunt.  We  both  stand  on 
firm  ground  and  that  ground  is  definitely  divided. 
You  get  me?" 

"Yes,  I  get  you,  Hurley.  And  what  you  say  about 
that  fence  is  very  true.  Except  that  neither  you 
nor  Hardwick  will  have  to  do  any  teetering,  for  there 
won't  be  any  fence  to  teeter  on." 

"There  won't  be  any  fence  to  teeter  on!"  Hurley 
repeated.  "Bah!  Come  home,  Struthers,  your 
brain  needs  a  rest.  Heavens  knows  it  needs  exercise 
after  a  day  on  the  drill  presses,  but  you've  had  more 
than  enough  and  you're  talking  wild." 

They  turned  about  and  walked  silently  home,  each 
in  deep  thought.  At  the  door  Hurley  stopped. 

"There's  one  thing  I  want  to  say,  Struthers.  You 
mean  well  and  you  have  a  fine  faith,  but  let  me  tell 
you  something.  There  will  always  be  a  nigger  in  the 
woodpile  in  anything  that  Hardwick  does.  Take 
that  from  me.  Good  night." 

"Good  night." 

Struthers  went  into  his  room  and  closed  the  door. 
iHe  sat  down  on  his  bed  and  lit  his  pipe.  His  eyes 
flpere  fixed  unseeingly  on  the  wall  before  him. 

Hurley  and  Hardwick.  What  mighty  forces  they 
represented  and  what  sources  of  strength  they  were 


Ben  Hurley  43 

if  properly  directed.  But  they  weren't  properly  di- 
rected. Hurley  had  said  it.  They  were  both  on  dif- 
ferent sides  of  the  fence.  And  neither  of  them  was 
the  kind  of  man  who  could  teeter  about  undecidedly. 
Therein  lay  the  resemblance  between  them  that  he  had 
noticed  early  that  evening.  Both  came  out  boldly  and 
fought  in  the  open.  For  a  moment  Struthers  won- 
dered what  it  was  in  Hurley  that  made  Hardwick 
keep  him  in  spite  of  the  constant  clashes  of  antagon- 
ism between  the  two.  But  that  was  like  the  Hardwick 
of  the  old  days.  He  had  always  liked  a  good  fight 
with  the  chances  even. 

"There  will  be  a  nigger  in  the  woodpile  in  anything 
that  Hardwick  does,"  Hurley  had  said.  That  was 
untrue.  Struthers  knew  it.  Hardwick  wasn't  that 
sort.  But  there  would  have  been  no  use  in  telling  Hur- 
ley that.  The  suspicion  and  the  lack  of  trust  had  been 
fostered  by  a  system  that  was  ages  old  and  a  new  red 
literature  that  was  only  a  few  years  old.  Both  had 
cut  deeply  into  the  brain  of  Hurley.  It  would  take 
a  long  time  and  many  things  to  cleanse  and  drain 
the  rut  that  was  beginning  to  fester  and  send  its 
poisonous  hatred  throughout  his  system,  but  the  game 
was  worth  the  candle.  Hardwick  was  worth  while 
and  Hurley  was  worth  while.  Of  that  he  was  certain. 
That  thought  was  good  and  Struthers  smiled.  He 
looked  at  the  clock.  It  was  aften  eleven.  Remem- 
bering the  next  day's  work  at  the  presses  he  set  the 
alarm  and  went  to  bed. 


CHAPTER  THREE 

ACCIDENT  PREVENTION 

THE  men  stood  about  in  groups,  talking  earnestly. 
All  eyes  were  turned  to  the  door  anxiously  waiting 
for  a  sign  of  Hurley.  Bits  of  conversation  reached 
Struthers's  ears  as  he  stood  at  the  side  of  his  press 
with  an  idle  tool  in  his  hands. 

"It  was  his  own  fault  that  ladder  slipped.  He 
should  'a  put  something  against  the  feet  to  keep  it 
from  going." 

"Own  fault,  nothing.  The  feet  of  that  ladder  are 
so  worn  out  they'd  slip  from  under  a  mountain  of 
braces.  It's  a  pity  we  can't  afford  to  get  a  couple 
of  regular  ladders." 

"Yeh.  That's  right.  Hope  the  kid  ain't  badly  hurt. 
He's  a  good  kid." 

"He  sure  is.  It'd  be  a  shame  if  he  were  finished. 
It'll  be  tough  on  his  old  lady." 

"It's  a  shame." 

"It  sure  is." 

From  another  side  a  more  sympathetic  group  was 
interested  mainly  in  the  extent  of  the  injuries  to  the 
lad. 

"Wonder  if  it's  his  leg.  Did  you  hear  the  yell  he 

44 


Accident  Prevention  45 

let  out  when  Hurley  tried  to  help  him  to  stand  up? 
Poor  kid,  it'll  be  Hell  for  him  if  that's  gone." 

"I  don't  think  it  could've  been  broken.  Maybe  just 
twisted  or  something.  Anyway  it's  a  mighty  mean 
deal  to  have  handed  out  to  you.  I  think  I'd  rather 
be  dead  than  walk  around  with  a  crutch.  God,  I  hope 
the  kid  comes  through  this  all  right.  I'd  hate  to 
think  that  he  got  that  way  on  account  of  us  needing 
some  of  the  stuff  up  there." 

"Well,  how  the  dickens  could  we  have  helped  that? 
We  needed  the  stuff,  didn't  we?  One  of  us  could've 
gotten  it,  sure,  but  the  kid  said  he'd  do  the  trick:  and 
there  you  are.  Well,  it's  tough.  I  wish  old  Hurley 
would  come  back  and  let  us  know  what  the  doctor 
said." 

A  third  group  walked  over  to  the  place  where  the 
ladder  had  fallen  and  thrown  the  boy.  Struthers 
followed  them.  One  of  them  bent  over  the  wooden 
contrivance. 

"Look  at  this,  will  you?  Just  look  at  it.  Anybody 
with  half  an  eye  could  see  that  this  thing  is  no  good. 
Just  look  at  those  feet.  Worn  up  to  the  first  rung." 

Struthers  bent  over  to  examine  the  thing  more 
closely.  The  men  were  right.  The  feet  were  worn 
out  to  the  first  rung.  He  would  never  have  taken  a 
chance  at  climbing  a  ladder  in  that  condition.  He 
turned  to  the  man  at  his  side. 

"No  man  in  his  senses  should  have  tried  to  climb 
up  a  thing  of  this  sort." 


46  Humanizing  Industry 

The  man,  a  worker  on  the  press  next  to  his,  nodded 
sadly. 

"You're  right.  No  man  in  his  senses  should  have. 
But  a  place  where  you  work  in  isn't  a  place  where 
you  use  your  senses.  You  use  the  stuff  that's  given 
you  and  if  you're  wise,  you  don't  make  a  fuss  but 
make  the  best  of  what  you  get.  The  men  needed  the 
tools,  Larry  said  he'd  get  them,  that's  part  of  his 
job  as  an  apprentice;  the  only  thing  that  he  could 
reach  them  with  was  a  ladder;  the  only  ladder  that 
was  right  at  hand  was  this  one  and  he  took  it  and 
used  it.  That's  plain,  isn't  it?  That's  sense,  too." 

The  man  looked  at  Struthers  for  acquiescence. 
Struthers  nodded. 

"Yes,  that's  plain.  But  tell  me,  aren't  there  any 
other  ladders  around  the  place,  better  ones?" 

"Oh,  I  guess  there  are.  In  some  of  the  other  de- 
partments. I  guess  Larry  might  have  gone  for  one  if 
he  hadn't  been  in  such  a  hurry.  But  you  see  you 
never  think  of  these  things.  He  had  used  the  ladder 
before  and  nothing  happened.  Who'd  a  thought  that 
anything  was  going  to  happen  to-day?  I  call  it  a 
shame." 

"It  is  a  shame.  Oh,  there's  Hurley  now.  He  may 
tell  us  how  the  youngster  is  coming  on." 

Struthers  and  the  man  walked  over  to  the  group 
that  were  gathering  around  the  foreman.  One  of 
them  voiced  the  question  that  was  uppermost  in  all 
their  minds. 


Accident  Prevention  47 

"How's  the  kid,  Hurley?    Nothing  serious,  is  it?" 

"No,  small  thanks  to  his  own  carelessness."  His 
eye  caught  Struthers  who  was  standing  behind  the 
man  who  had  spoken.  "And  the  carelessness  of 
others,"  he  added.  "It's  just  a  bad  bruise  and  a 
twist.  The  doctor  says  he'll  be  all  right  within  a 
short  time.  There's  nothing  we  can  do  anyway.  And 
there's  no  use  standing  around  and  talking  about  it. 
Come  now,  let's  get  to  work.  The  afternoon's  almost 
gone." 

The  men  went  back  to  their  tasks  but  little  was 
done  that  afternoon.  The  hum  of  conversation  kept 
going  constantly  in  spite  of  Hurley's  exhortations 
to  the  men  to  "fall  to  and  keep  going."  Similar  ac- 
cidents were  rehashed,  personal  escapes  and  experi- 
ences gone  over  and  the  possibilities  of  similar  mis- 
haps in  the  future  solemnly  contemplated.  There 
was  a  tension  and  unrest  in  the  room  that  spoke 
poorly  for  the  accomplishment  of  any  work. 

Johnson,  the  foreman  of  the  shipping  department, 
came  into  Hurley's  rooms  and  talked  the  affair  over 
with  him.  His  eye  swept  the  men  as  they  stood  dally- 
ing over  their  work. 

"They're  not  doing  much  work  to-day,  are  they?" 
he  asked. 

"No,  they're  not,"  Hurley  responded.  "You  know 
how  it  is  when  something  like  this  happens.  Sets 
their  tongues  loose  and  their  hands  idle.  Gives  them 
something  to  talk  about." 


48  Humanizing  Industry 

"Yes,  I  know  how  it  is.  We've  been  having  a  good 
deal  of  it  in  my  place.  You  certainly  cannot  get  a 
day's  work  out  of  a  lot  of  men  when  you  get  some- 
thing like  this  to  disturb  them.  They  keep  going  for 
a  long  time,  then  bing,  a  man  trips  over  a  case  and 
beats  himself  up,  and  the  whole  place  gets  out  of 
running  order  and  a  day's  work  is  gone.  By  the 
way,  that  youngster  wasn't  badly  hurt,  was  he?  No? 
Well,  that's  good.  So  long,  I'll  be  trotting  along 
now.  They'll  be  going  at  the  old  swing  to-morrow. 
I  wouldn't  worry." 

"I'm  not.  I  know  how  it  is,"  Hurley  replied. 
Johnson  left. 

Struthers  bent  over  his  machine,  thinking  deeply. 
He  had  heard  the  talk  between  the  two  men.  He  de- 
cided to  see  Hardwick  that  evening.  It  was  just  a 
week  since  he  had  first  made  his  appearance  in  Raw- 
burn.  He  wondered  whether  Hardwick  was  growing 
impatient  at  his  failure  to  appear.  He  thought  at 
first  that  he'd  wait  until  he  was  more  greatly  familiar 
with  things,  but  the  incidents  of  the  day  had  made 
the  moment  opportune  to  strike  a  blow  at  the  enter- 
ing wedge. 

The  five-thirty  factory  whistle  let  out  its  discordant 
shriek  and  the  men  knocked  off.  Struthers  got  into 
his  street  clothes  hurriedly.  Hurley  was  waiting 
at  the  door  for  him. 

"I  may  be  late  for  supper,  Hurley.  Tell  Mrs. 
Hurley  not  to  wait  for  me.  See  you  later." 


Accident  Prevention  49 

He  brushed  past  Hurley  quickly  and  walked  rap- 
idly around  to  the  building  where  Hardwick  had  his 
offices.  He  caught  him  just  as  he  was  leaving.  For 
a  moment  Hardwick  did  not  recognize  Struthers  in 
the  workman  before  him.  His  lips  relaxed  into  a 
warm  smile  when  he  did. 

"Struthers!  You  certainly  would  make  a  fine 
camouflage  artist.  Didn't  know  you  behind  that 
sooty  make-up  of  poor  but  honest  toil.  Glad  to  see 
you.  I've  been  waiting  for  you.  I've  been  wanting 
to  talk  to  you  but  didn't  want  to  send  for  you.  I 
thought  I'd  let  you  do  this  stunt  in  your  own  way. 
Come  over  to  dinner  with  me.  The  car's  waiting. 
It's  only  a  short  ride.  Three  miles  out." 

"I  can't  come  to  dinner  in  this  make-up,  Hardwick, 
but  I  do  want  to  speak  with  you  this  evening.  I  just 
wanted  to  be  sure  you'd  be  in  when  I  called.  I'll 
run  along  home  now,  wash  up,  get  a  bite  and  gather 
some  stuff  together." 

"Don't  worry  about  how  you  look  but  come  along. 
It's  three  miles  out  and  not  especially  pleasant  walk- 
ing. Besides  you  don't  know  the  way.  Come  on." 

"Can't  be  done,  old  scout.  I  really  don't  feel  com- 
fortable with  all  this  grime.  Besides  I've  got  to  get 
the  ammunition.  Cannonade.  Fireworks.  Any- 
thing you  wish  to  call  them.  Don't  worry  about  me. 
Three  miles  aren't  much.  I'll  get  somebody  to  show 
me  the  way.  See  you  later." 

Arrived  at  the  Hurleys',  Struthers  went  through 


50  Humanizing  Industry 

the  program  of  washing  up,  eating  and  gathering  his 
material  together.  He  delved  deep  into  the  bottom 
of  his  suitcase  and  took  out  a  large  formidable  look- 
ing envelope.  From  this  he  extracted  a  number  of 
smaller  ones.  He  glanced  them  over  quickly  and 
replaced  them  all  with  the  exception  of  one  marked 
"Safety.''  This  he  stuck  in  his  breast  pocket.  On  the 
way  out,  he  met  Hurley.  He  looked  at  Struthers 
questioningly. 

"Going  out?" 

"Yes.  How  about  walking  a  bit  with  me?  What 
do  you  say?" 

"All  right.  Hold  on  a  minute  until  I  get  into  my 
coat." 

The  two  men  went  out  together. 

"Hurley,"  Struthers  began,  "I'm  walking  out  to 
Hardwick's  place.  Which  way  do  we  go?" 

"Hm,  I  thought  you  would  be.  Going  to  tell  him 
about  the  accident  to-day?  If  that's  your  purpose, 
you're  wasting  your  time.  Hardwick  won't  bother 
with  those  things.  What's  more,  he'll  find  out  about 
the  accident  soon  enough.  There'll  be  a  devil  of  a 
row  when  he  discovers  that  the  scale  of  production 
will  be  lower  this  week  on  account  of  the  men  not 
working  this  afternoon.  They  never  do  work,  you 
know,  after  a  thing  like  that." 

"I  know,  Hurley.  Tell  me,  how  often  do  these 
things  occur  at  the  shops?" 

"Too  often  to  be  comfortable.    First  it's  one  thing, 


Accident  Prevention  51 

then  it's  another.  Gears  that  catch,  ladders  that  slip, 
belts  that  break,  electric  currents  that  shock.  There 
are  lots  of  things  that  can  happen  in  a  place  where 
work  of  this  sort  is  done." 

"Yes,  I  know,  Hurley,  but  tell  me  how  often  would 
you  say  these  accidents  happen;  how  many  times  a 
month,  a  year  or  what?" 

"How  many  times  a  week  would  be  nearer  it. 
There's  always  something  that  needs  mending  which 
is  allowed  to  go  without  mending.  I  don't  say  the 
fault  there  is  Mr.  Hardwick's  entirely.  Not  all.  It's 
the  men's  as  well.  They're  careless  of  themselves 
just  as  he's  careless  of  them.  That  boy  Larry  to-day 
could  just  as  easily  have  gotten  a  good  ladder  by  go- 
ing into  the  next  building  for  one.  He  was  in  a  hurry 
so  he  didn't.  What's  he  got  as  the  result  of  his  hurry? 
Several  days  or,  maybe,  weeks  of  idleness.  With  pay 
if  Mr.  Hardwick  feels  that  way;  without  it,  if  the 
thing  gets  him  mad.  It's  up  to  me  to  recommend 
whether  or  not  I  think  the  man  is  entitled  to  it.  Of 
course,  I  do  recommend  payment  in  most  cases,  but 
sometimes  I've  got  to  admit  that  the  fault  is  not  en- 
tirely on  the  side  of  the  boss.  But  Struthers,  why 
can't  he  get  rid  of  all  the  poor  material,  all  the  worn- 
out  ladders,  for  instance,  and  put  in  a  sufficient  supply 
of  safe  materials?  Why  make  it  possible  for  a  boy 
like  Larry  to  take  a  chance  of  breaking  his  neck? 
Larry  may  not  mean  very  much  to  Hardwick;  he 
can  always  get  somebody  else  to  take  his  place,  but 


52  Humanizing  Industry 

Larry,  careless  as  he  might  have  been  to-day,  means 
something  definite  and  unreplaceable  to  his  mother. 
I  am  not  getting  slushy  about  this,  Struthers,  but  if 
people  are  careless,  then  you've  got  to  do  something 
that  will  keep  them  from  turning  that  carelessness 
into  a  tragedy." 

"Good  work,  Hurley,  you're  talking  sense." 

"Talking  sense!  Bah!  You  can't  help  talking 
sense  when  you  see  the  thing  repeated  over  and  over 
again.  If  it  isn't  in  my  department,  it's  in  Johnson's ; 
if  it  isn't  in  his,  it's  in  another's.  Something's  giving 
way  all  the  time.  What  does  it  mean  in  the  long  run? 
I'm  called  before  Hardwick,  Johnson's  called  before 
him,  Foley  is  called  before  him,  all  the  men  in  charge 
of  any  special  work  are  called  before  him  and  ragged 
because  there  is  a  let-down  in  some  of  the  work. 
That's  where  it  hits  him  and  that's  where  he  kicks. 
Naturally." 

"Naturally  is  right.  You  understand  that,  of 
course.  The  thing  that  touches  you  closest  is  of  the 
most  vital  importance  to  you." 

"Well,  isn't  the  safety  of  the  men  of  importance 
to  Hardwick?  They  mean  something  very  definite  to 
him  in  dollars  and  cents,  don't  they?  Why  doesn't 
he  make  it  his  business,  then,  to  provide  proper  and 
safe  equipment  for  them?" 

"Why  haven't  you  suggested  it  to  him?"  Struthers 
asked.  "You  know  the  shops  as  he  doesn't  pretend  to 
know  them.  You  know  what's  lacking  and  what's 


Accident  Prevention  53 

needed  to  make  them  safe.  Why  do  you  wait  until 
things  come  to  a  point  where  they  break  before  you 
send  in  your  requisition  for  new  equipment?  Why 
don't  you  make  yourself  familiar  with  the  things  that 
have  been  done  in  other  shops  along  the  same  lines 
and  then  propose  a  constructive  change  of  that  nature 
to  Hardwiek?" 

"It  wouldn't  help,  Struthers.  First  of  all  I  don't 
know  as  other  shops  are  better  than  ours.  You  say 
they  are.  Maybe  it's  so,  but  I'm  willing  to  stake  my 
oath  that  we're  all  pretty  much  in  the  same  bad  shape. 
Secondly,  I  tell  you  that  there  is  no  question  of  my 
going  to  Hardwiek  with  talk  of  this  kind.  He's  not 
interested.  When  I  go  to  him  we  both  know  it's  going 
to  be  about  something  disagreeable  and  the  sooner  we 
get  it  over  the  better  we  both  like  it." 

"I  understand.  You  say  that  you're  willing  to 
stake  your  oath  that  all  shops  are  pretty  much  in  the 
same  bad  shape.  I  shouldn't  do  that  if  I  were  you 
for  you'd  lose.  I  wish  I  could  take  you  with  me  now. 
But  I  can't.  Not  yet.  You  wouldn't  be  comfortable 
and  Hardwiek  wouldn't  be  comfortable.  And  to  be 
frank,  neither  would  I.  I  couldn't  say  what  I  wanted 
to,  as  I  wanted  to,  with  you  around.  Just  as  I 
couldn't  talk  to  you,  as  I've  talked  to  you,  with  Hard- 
wick  around.  I  hope  you  understand." 

Hurley  nodded. 

"I  get  you.  I'm  going  to  leave  you  here.  Follow 
this  road  until  you  get  to  the  river.  Hardwick's 


54  Humanizing  Industry 

house  is  half  a  mile  up  the  banks.    You  couldn't  miss 
it.    It's  the  only  one  there.    Good  night." 

Struthers  found  Hardwick  waiting  for  him  when 
he  arrived.  He  was  sitting  in  a  deep-seated  chair  in 
front  of  a  cheerfully  crackling  fire.  There  was  a. 
chair  drawn  up  at  the  opposite  side  of  the  grate. 
Hardwick  motioned  Struthers  to  it.  The  two  men  sat 
in  restful  silence  for  a  few  minutes.  The  soft  glow 
of  the  room,  the  restful  harmonizing  shades  of  the 
furniture  and  hangings,  the  warm  comfort  of  the 
hospitable  chair  brought  a  sense  of  ease  and  relax- 
ation to  Struthers  that  he  had  missed  during  the 
week  of  noise  and  grind  and  turmoil.  He  slumped 
down  in  his  chair,  and  gave  himself  up  to  the  sensu- 
ous enjoyment  of  the  feeling.  The  man  opposite  him 
smiled  but  made  no  comment  It  was  good  to  see 
the  fine  dreamer's  face  of  the  man  he  loved  opposite 
him  and  good  to  see  it  there  in  repose  and  friendli- 
ness. After  a  time  Struthers  lifted  his  eyes  from  the 
fire  and  met  those  of  Hardwick  bent  upon  him.  The 
two  men  smiled  at  each  other  in  kindly  under- 
standing. 

"It's  a  shame  to  spoil  this,  isn't  it,  Struthers,  by 
bickering  and  arguing?  How  about  calling  it  off  this 
evening?  Come  and  see  me  to-morrow." 

The  smile  on  Struthers's  face  grew  deeper. 

"Afraid,  Hardwick?  Afraid?  Come  now,  I  won't 
spoil  this  at  all.  I'm  not  going  to  bicker  and  I'm 


Accident  Prevention  55 

not  going  to  argue.  We'll  go  at  this  sensibly  and 
quietly.  All  right?" 

"All  right." 

"There  was  an  accident  at  the  works  to-day.  One 
of  the  apprentices  got  on  a  ladder  to  get  some  mate- 
rial for  the  men,  the  ladder  slipped,  he  fell  and  was 
badly  beaten  up.  Did  you  know?" 

"No,  I  didn't,  I  should  probably  have  heard  of  it 
before  the  week  was  out.  Hurley  would  have  let  me 
have  that  as  an  excuse  for  the  fall  in  production." 

"Well  get  at  that  later.  That  ladder,  Hardwick, 
was  pretty  bad.  Worn  out  clean  to  the  first  rung. 
That  accident  was  bound  to  happen  under  the  great- 
est care." 

"I  beg  your  pardon,  Struthers,"  Hardwick  inter- 
rupted, "that  accident  would  not  have  happened 
under  any  care.  I  have  some  new  ladders  in  the 
shops  that  this  precious  apprentice  of  yours  might 
have  used.  Why  didn't  he  take  one  of  those?" 

"Because  the  old  one  was  nearer  at  hand.  Because 
when  you  installed  some  new  ladders  you  did  only 
half  the  job,  or  rather,  one-quarter  the  job.  You 
didn't  buy  half  enough  to  go  around  all  the  plants 
and  you  didn't  remove  those  that  were  a  menace  to 
the  life  and  limb  of  the  men  who,  in  the  mistaken  idea 
of  saving  a  bit  of  time,  foolishly  risk  their  lives.  Be- 
cause of  an  inherent  sense  of  economy  which  will 
make  a  man  resort  to  a  makeshift  in  order  to  save 
the  few  steps  which  will  take  him  to  the  perfect  tool. 


56  Humanizing  Industry 

Because  of  the  same  sense  of  economy  that  makes 
you  buy  an  insufficient  number  of  ladders"  or  an  in- 
ferior grade  of  ladders  because  of  the  saving  in  so 
many  dollars.  You  and  that  apprentice  are  pretty 
much  alike  in  the  expression  of  that  trait.  He  loses 
several  days'  work  on  account  of  it;  you  lose  several 
days'  work  on  account  of  it.  Proportionately,  you 
both  suffer  to  the  same  degree." 

"How  do  you  make  that  out?  Do  you  mean  to  say 
that  his  absence  from  the  works  means  the  same  to 
me  as  it  does  to  him?  One  apprentice  more  or  less 
doesn't  make  very  much  difference  in  the  works. 
Come  now,  be  sensible,  Struthers.  I  don't  like  these 
things  to  happen ;  that's  natural,  but  when  you  speak 
of  the  loss  to  me,  and  compare  it  to  the  loss  to  the 
man  or  boy,  I'm  afraid  you're  pretty  much  off  the 
track." 

"Just  a  minute,"  Struthers  made  answer.  "You're 
going  too  fast.  You  said  a  few  minutes  ago  that 
you  would  have  eventually  heard  of  the  accident ;  that 
Hurley  would  have  given  it  as  an  excuse  for  his  fail- 
ure to  keep  up  the  mark  of  production.  You  said 
that,  didn't  you?  Well  now,  don't  you  believe  Hurley 
when  he  makes  that  excuse?" 

"I  don't.  Hurley  and  his  kind  will  pick  on  any- 
thing that  sounds  plausible  to  explain  away  shiftless- 
ness  and  carelessness.  To  save  my  soul,  I  cannot  see 
where  the  fall  of  one  man  from  a  ladder  will  keep 
one  hundred  men  from  turning  out  the  required  lot 


Accident  Prevention  57 

of  work.     That's  a  bit  too  much  for  my  credulity." 

"Hm.  Well,  that's  too  bad.  Proper  application 
of  a  bit  of  knowledge  of  human  nature  would  help 
you  a  long  way.  Human  nature  as  applied  to  busi- 
ness. You're  fond  of  your  younger  brother,  Hardwick, 
aren't  you?" 

"What's  that  got  to  do  with  it?" 

"I'll  show  you  in  just  a  minute.  Suppose  you  got 
word  that  this  younger  brother  of  yours  had  fallen 
off  a  broken  ladder  in  his  gymnasium  at  college.  Sup- 
pose you  thought  it  meant  the  losing  of  his  limb  or 
maybe  his  life,  what  would  you  do?" 

"The  comparison  is  far-fetched.  I  fail  to  see  the 
analogy." 

"Maybe  it  is,  but  what  would  you  do?  Come  now, 
what  would  you  do?" 

"Why,  why,  I'd  go  off  to  see  Jim,  of  course." 

"And  you'd  raise  a  devil  of  a  row  about  that  ladder, 
too,  wouldn't  you,  if  you  found  that  Jim  was  badly 
hurt?" 

"Oh,  what  has  all  this  got  to  do  with  an  apprentice 
who  falls  off  a  ladder  in  one  of  the  shops?" 

"This.  You,  the  head  of  this  plant,  the  guiding 
factor  in  the  work  of  this  plant,  would,  on  the 
strength  of  a  message  of  the  kind  we  have  just  dis- 
cussed, let  everything  here  go  by  the  board  and  rush 
off  to  be  near  your  brother.  Your  mind  wouldn't  be 
at  rest  until  you  had  assured  yourself  of  his  safety. 
The  question  of  the  production  of  the  plant  would 


58  Humanizing  Industry 

not  be  of  great  importance  then,  would  it?  The  fact 
that  things  might  not  come  up  to  standard  during 
your  absence  wouldn't  be  of  very  great  importance. 
Even  the  knowledge  that  your  presence  at  his  bedside 
wrould  mean  actual  monetary  loss  wouldn't  matter 
very  much  under  the  circumstances,  would  it?  This 
hypothetical  accident  to  your  brother  might — I  don't 
say  it  would — but  it  might  affect  the  work  of  one 
thousand  men.  Can  you  see  that?  And,  seeing  that, 
can  you  understand  how  the  accident  to  one  man  in 
one  of  the  shops  might  affect  the  output  of  all  the  men 
in  the  shop? 

"It's  a  matter  of  human  nature,  Hardwick.  The 
same  sort  of  thing  that  would  make  you  restless  and 
unfit  for  work  makes  your  men  restless  and  unfit 
for  work.  I  have  seen  it  to-day;  I  have  seen  it  be- 
fore. It's  not  so  much  love  for  the  boy  that  makes 
them  stand  about  and  talk,  although  that  enters 
into  the  matter  to  some  extent;  it's  just  the  fact  that 
something's  happened,  something  that  concerns  them 
intimately,  something  that  is  a  part  of  their 
lives,  something  that  might  curtail  the  duration  of 
their  lives.  It's  not  that  they  definitely  set  out  to  be 
idle;  it's  not  that  their  hands  are  unwilling  to  do 
the  work;  it's  not  that  they  agree  to  cut  down  the 
production  of  the  plant  because  one  single  ladder 
happens  to  be  of  inferior  strength  or  quality;  it's 
simply  that  the  thing  sets  the  maggots  in  their  brain 
working  and  they  begin  to  question  and  ponder  and 


Accident  Prevention  59 

compare  and  make  decisions.  Hurley  can't  fight 
against  that  sort  of  thing.  Fortunately,  Hurley  is 
wise  enough  to  know  it  and  makes  no  attempt  to 
drive  them  when  they  feel  that  way.  He  appreciates 
that  no  production  is  better  than  poor  production. 
Eventually,  he  stands  the  brunt  of  your  displeasure 
and  your  lack  of  appreciation  that  an  accident  in  the 
shops  may  mean,  and  does  mean,  a  let-down  in  pro- 
duction, 

"I  was  a  witness  to  and  a  participant  in  the  state  of 
idleness  to-day.  The  boy  fell  down  at  about  three- 
thirty  in  the  afternoon.  The  amount  of  work  done 
between  three-thirty  and  five-thirty  was  negligible. 
Two  hours1  work  gone  to  the  dogs.  You  have  about 
one  hundred  men  in  that  shop,  haven't  you?  That 
means  two  hundred  hours.  Koughly  speaking,  those 
two  hundred  hours  are  worth  at  least  one  hundred 
dollars  to  you  in  labor  and  several  more  in  amount 
of  production.  I  am  right  there,  am  I  not?  As  I 
understand  it,  this  is  not  the  first  time  such  an  acci- 
dent has  happened  and  neither  will  it  be  the  last  time 
if  some  efficient  measures  to  prevent  their  recurrence 
are  not  taken.  From  the  standpoint  of  sound  busi- 
ness sense,  Hardwick,  can  you  afford  to  go  on  in  this 
hit-and-miss  fashion? 

"It  isn't  ladders  alone.  It's  everything  and  any- 
thing that  leaves  the  question  of  the  safety  of  the 
men  at  work  a  dubious  one.  It's  belts  and  gears  and 
chains  and  floors  and  everything  and  every  place 


60  Humanizing  Industry 

where  there  is  a  possibility  for  a  man  to  be  careless. 
Man  is  naturally  careless  of  his  own  safety.  You 
can't  get  away  from  that.  The  old  proverb  of 
familiarity  breeding  contempt  is  as  true  of  contempt 
of  danger  as  it  is  of  anything  else." 

"What  would  you  have  me  do,  Struthers?"  Hard- 
wick  asked  shortly.  "Go  around  the  shops  acting  as 
nursemaid  to  the  men,  warning  them  of  the  dangers 
of  working  in  the  plant?  I  can  buy  new  ladders  of 
course.  But  that  same  fool  contempt  of  danger  will 
function  just  as  strongly  with  a  new  one  as  with  an  old 
one.  Let  me  tell  you  that." 

"True,"  Struthers  agreed.  "I  agree.  It  needs  more 
than  the  installation  of  safety  devices  to  make  a  thing 
safe.  It  needs  proper  use  of  them  and  proper  super- 
vision in  the  use  of  them." 

"Well,  how  are  you  going  to  get  that  supervision?" 
Hardwick  exclaimed.  "Are  you  going  to  suggest  that 
I  hire  a  corps  of  policemen  whose  duty  it  will  be  to 
see  that  the  men  in  my  employ  do  not  use  an  old  lad- 
der when  I  have  bought  a  new  one  for  them?" 

"You  are  growing  facetious,  Hardwick.  I  don't 
propose  anything  of  the  kind.  First  of  all,  there  need 
be  and  should  be  no  old  ladders.  Secondly,  the  men 
can  choose  their  own  supervisors  from  among  them- 
selves. That's  the  only  supervision  that  is  of  any 
value." 

Hardwick  rose  up  from  his  chair  and  began  pacing 
the  floor.  He  stopped  in  front  of  Struthers. 


'Accident  Prevention  61 

"You  are  getting  on  to  your  old  subject  again,  I 
suppose  you  call  it  cooperation  and  all  that  kind  of 
nonsense.  I  told  you  last  time  that  I  am  willing  to 
listen  to  good  business  sense  but  that  I  won't  pay 
any  attention  to  wild  theorizing.  You  have  been 
pretty  sane  up  to  this  point  but  when  you  begin  talk- 
ing of  safety  supervision  by  the  men  then  I  feel  as 
though  I  were  talking  to  a  new-fangled  kindergarten 
teacher  who  gushes  over  the  self-expression  of  her 
little  pupils." 

"That's  not  such  a  bad  thing  either/'  Struthers  re- 
torted with  a  grin.  "Don't  get  impatient  with  me, 
Hardwick,"  he  continued,  growing  serious.  "I  told 
you  when  I  last  saw  you  that  I  should  propose  noth- 
ing to  you  in  the  way  of  changes  that  had  not  been 
successfully  tried  out  by  firms  that  you  would  be  proud 
to  direct.  I  shall  abide  by  that  promise  of  mine.  Sit 
down,  will  you,  and  make  yourself  comfortable.  I 
am  ready  with  my  facts  if  you  are  ready  to  listen  to 
them." 

Hardwick  sat  down.  Struthers  put  his  hand  into 
his  breast  pocket  and  pulled  out  the  envelope  he  had 
extracted  from  his  valise.  He  opened  it  and  took 
out  a  number  of  pages  of  closely  written  notes.  At- 
tached to  most  of  these  were  illustrations  of  various 
kinds.  Struthers  ran  hurriedly  through  the  papers 
apparently  searching  for  something.  Finally  he 
found  it.  It  was  a  thin  pamphlet  of  eight  or  ten 
pages.  He  held  it  out  to  Hardwick. 


62  Humanizing  Industry 

"Take  this,  Hardwick,  you  may  want  it  for  future 
reference.  You  remember  my  speaking  of  some  of 
the  representatives  of  American  industry  who  had 
already  passed  some  of  the  milestones  along  the  road 
of  the  newer  industrial  era.  You  were  very  much 
inclined  to  laugh  at  me.  A  few  years  ago  the  United 
States  Bureau  of  Labor,  very  much  interested  in  what 
was  being  done  along  these  lines,  carried  on  a  nation- 
wide investigation  with  the  result  that  it  was  enabled 
to  publish  a  list  of  some  of  the  names  of  organiza- 
tions that  have  inaugurated  some  forms  of  industrial 
betterment  work.  The  list  is  not  complete;  no  list 
of  this  nature  could  be  complete.  Nor  is  it  entirely 
accurate.  It  is  impossible  to  conceive  of  a  complete 
and  accurate  census  of  all  industrial  organizations 
and  business  institutions.  But  it  serves  the  purpose 
it  was  intended  for  insofar  as  it  shows  that  there  is 
a  progressive  element  in  the  industrial  life  of  our 
country.  The  list  as  it  stands  consists  of  some  fifteen 
hundred  names  of  firms.  It  is  divided  into  states  and 
cities  so  that  you  can  tell  at  a  glance  the  location  of 
the  plants." 

Hardwick  took  the  booklet  and  turned  the  pages 
casually.  Struthers  watched,him.  Suddenly  the  face 
of  the  former  grew  interested. 

"Why,  here's  old  Kivers  gotten  into  this.  Who'd 
have  thought  that  he  cared  a  red  cent  about  these 
things?"  He  continued  turning  the  pages. 

"There's  Smith,  too.     Remember  him,  Struthers? 


Accident  Prevention  63 

His  father  used  to  own  that  big  dry  goods  plant. 
Good  old  Smitli!  I  didn't  know  that  he  had  turned 
out  to  be  a  merchant  of  finance.  It  gives  you  a  good 
sensation,  Struthers,  meeting  your  old  friends  this 
way  and  knowing  that  they're  doing  big  things." 

"They  are  doing  big  things." 

Hardwick  frowned  at  the  implication  of  the  an- 
swer. He  made  no  retort  other  than  the  one,  "I'll 
keep  this,  Struthers,  if  you  don't  mind.  And  now 
we'll  listen  to  what  you've  got  to  say." 

Struthers  began. 

"First  of  all,  I  want  you  to  understand  that  the 
plants  about  which  I  am  going  to  tell  you  have  been 
chosen  for  no  other  reason  except  that  the  work  in 
any  special  field  is  typical  of  the  best  in  that  field. 
The  best,  that  is,  as  far  as  I  know.  There  are  many 
that  are  on  a  par  with  these,  but  a  mere  mention  of 
some  of  their  names  will  have  to  suffice  after  an  ex- 
planation of  the  organization  of  two  or  three  of  them. 
That's  clear?" 

Hardwick  nodded. 

"This  subject  of  accident  and  accident  prevention 
has  for  a  long  time  received  the  attention  of  industrial 
experts.  One  of  the  mammoth  organizations  that  has 
been  in  the  van  of  this  movement  was  the  General 
Electric  Company.  They  organized  a  Safety  Com- 
mittee whose  duty  it  was  to  make  a  study  of  the  gen- 
eral subject  of  shop  accidents.  The  members  of  this 
committee  were  empowered  to  adopt  means  for  the 


64  Humanizing  Industry 

prevention  of  accidents  and  to  make  recommenda- 
tions to  the  local  or  shop  Safety  Committees.  I'll  ex- 
plain that  organization  later. 

"While  the  original  Safety  Committee  was  gather- 
ing its  data,  it  also  took  a  series  of  photographs  show- 
ing the  causes  and  effects  of  specific  accidents.  These 
photographs  were  later  utilized  as  illustrations  for 
lectures  which  were  given  the  men  in  the  factories 
on  the  general  subject  of  accident  prevention.  The 
photographic  slides  were  flashed  on  screens  so  that 
the  words  of  the  foremen  or  the  man  who  was  talk- 
ing to  them  made  a  direct  appeal  to  them. 

SAFETY   EDUCATION 

"Together  with  this,  the  firm  inaugurated  an  edu- 
cational program  by  means  of  magazine  and  poster 
work.  Large  illustrated  charts  were  placed  in  con- 
spicuous places  along  the  walls  and  corridors  of  the 
buildings,  teaching  the  lesson  of  care.  There  was  little 
printed  matter;  most  of  the  material  was  passed 
along  by  means  of  pictures.  The  local  newspaper 
cooperated  in  the  movement,  so  did  the  Y.  M.  C.  A., 
so*  did  the  public  schools.  You  understand  that  the 
men  employed  in  the  various  plants  that  constitute 
this  organization  run  into  the  tens  of  thousands;  an 
extensive  program  of  this  size  was  necessary  in  treat- 
ing with  so  great  a  number. 

"The  work  did  not  end  there.  The  heads  of  the 
firm  appreciated  the  fact  that  something  more  than 


Accident  Prevention  65 

words  and  talk  were  necessary  to  safeguard  the  lives 
of  the  men.  That  something  more  was  the  installation 
of  mechanical  safeguards  of  every  kind  that  would 
tend  to  reduce  the  possibility  of  accidents  to  the 
minimum  point. 

SAFETY  DEVICES 

"The  majority  of  protective  devices  for  machines, 
for  instance,  consisted  of  belt  and  life  guards  of  many 
varieties.  The  aim  toward  which  the  engineer  worked 
was  perfect  operation  of  machine  combined  with 
adequate  protection  to  the  man  or  woman  operating 
it.  These  safeguards  had  to  be  improved  upon  many 
times.  Very  often,  for  instance,  a  machinist  in  ad- 
justing a  screw  or  a  belt  in  his  machine  would  re- 
move the  guards  and  then  neglect  to  replace  them, 
with  the  result  that  an  accident  would  ensue.  To 
eliminate  risks  of  that  nature,  the  machines  to-day 
are  built  with  fixed  guards,  so  constructed  that  the 
operator  can  make  any  change  in  the  running  of  his 
machine  without  removing  the  guards. 

"The  general  principle  upon  which  the  men  at  the 
head  of  this  movement  are  guided  is  the  one  of  bring- 
ing the  work  to  the  tool  and  not  the  tool  to  the  work. 
The  value  of  this  is  illustrated,  for  instance,  in  the 
soldering  processes  at  the  plant.  Instead  of  the  work- 
man carrying  his  heated  iron  to  the  parts  that  he  is 
soldering,  thus  running  the  risk  of  causing  injury  to 


66  Humanizing  Industry 

people  who  might  unexpectedly  come  along  his  way, 
the  parts  to  be  soldered  are  brought  to  a  stationary 
electrically  heated  soldering  iron  which  cannot  be 
moved.  The  same  methods  are  used  in  the  melting 
of  sealing  wax. 

"There  are  a  good  many  girls  employed  by  this 
company.  The  question  of  stray  wisps  of  hair  and 
loose  clothes  is  one  of  grave  consideration  with  them. 
All  girls  are  provided  with  caps  while  at  work  on 
machinery  that  have  exposed  moving  parts  of  any 
kind.  One  of  the  details  in  the  safety  work  consists 
of  fixing  a  plate  of  sheet  iron  to  the  inside  rim  of 
exposed  or  'flying'  pulley,  as  it  is  called,  which  shields 
the  spokes  and  makes  it  impossible  for  metal  rods  or 
clothing  to  be  drawn  into  the  machinery. 

"The  matter  of  efficiency  is  closely  aligned  with 
the  one  of  safety.  Not  only  is  it  much  safer  for  a 
man  to  drive  nails  by  electricity  but  infinitely  more 
efficient.  An  electrical  machine  which  makes  it  un- 
necessary for  the  man  to  come  into  direct  contact 
with  the  nails  runs  at  the  rate  of  several  thousand 
nails  an  hour.  It  is  beyond  the  question  to  make  a 
comparison  between  the  number  of  nails  that  could 
be  driven  by  hand  in  an  hour.  Not  only  do  you  get 
increase  of  output  but  safety  in  output. 

"The  handling  of  materials  in  carrying  them  from 
place  to  place  has  also  been  done  away  with.  Elec- 
trically run  motor  trucks  have  been  installed  which 
run  all  through  the  building  carrying  large  loads  and 


Accident  Prevention  67 

run  by  only  one  man.  Again,  a  matter  of  efficiency 
as  well  as  safety.  A  good  many  of  the  accidents  in 
your  shops  as  well  as  in  all  other  machine  shops  are 
due  to  careless  handling  of  necessary  material. 

"Take  the  matter  of  the  ladder  accident  in  your 
shop  to-day.  It  couldn't  have  happened  in  a  shop 
equipped  with  safety  devices.  For  several  reasons. 
First  of  all,  Larry  would  have  been  educated  in  the 
matter  of  safeguarding  his  life;  secondly,  his  co- 
workers  would  not  have  allowed  him  to  use  a  ladder 
of  that  sort,  and  thirdly  and  more  to  the  point,  there 
wouldn't  have  been  a  ladder  of  that  sort  to  use. 
Every  ladder  of  any  sort  in  these  shops  is  equipped 
with  a  non-slip  device  which  consists  of  a  sharp- 
toothed  wheel  attached  to  its  feet.  These  teeth  grip 
the  ground  when  the  ladder  is  placed  against  a  wall 
and  any  danger  of  slipping  is  eliminated  to  the  great- 
est possible  degree.  When  the  little  sharp-toothed 
wheels  become  worn  out  they  can  be  removed  and 
new  ones  are  adjusted.  Surely  you  see  what  this 
means  to  the  man  who  has  occasion  to  use  that  ladder. 
Surely  you  can  see  that  he  appreciates  the  thought  and 
the  care  that  went  into  the  planning  of  that  safety 
device.  And  surely  you  can  understand  that  that 
confidence  means  something  definite  in  the  spirit  and 
type  of  work  done. 

"Once  the  mechanical  aids  are  supplied  and  in- 
stalled, the  greater  part  of  the  work  consists  in  con- 
stantly hammering  into  the  minds  of  the  men  the 


68  Humanizing  Industry 

need  of  using  them.  The  poster  work  which  I  men- 
tioned is  the  medium  which  served  to  reach  them  in 
this  plant.  The  constant  impression  of  facts  through 
picture  presentation  hits  home  with  stronger  effect 
than  the  installation  of  safeguards.  Posters  are  hung 
showing  the  dangers  from  burns  and  nail  puncture  due 
to  wearing  of  improper  shoes ;  men  are  warned  not  to 
wear  flowing  neckties  when  at  work  at  their  ma- 
chines. 

"The  poster  bringing  this  last  warning  home  to 
them  most  forcibly  shows  a  young  man  being  drawn 
into  the  rolls  of  his  machine  by  the  catching  of  his 
tie  in  the  revolving  machinery.  The  poster  does  not 
grow  too  sensational.  It  shows  the  machinery  being 
stopped  in  time  to  avoid  serious  injury.  Neverthe- 
less, it  serves  to  bring  out  the  point  of  the  need  of 
wearing  proper  working  apparel. 

"The  subject  of  burns  receives  special  attention. 
To  prevent  steam  burns,  large  red  tags  are  attached 
to  steam  valves,  which  if  opened  would  result  in  a 
rush  of  steam  that  would  immediately  scald  the  man. 
On  the  tags  are  printed  the  words,  'Danger:  Do  not 
open  this  valve  without  permission  of  the  foreman.' 

"Burns  by  acids  are  safeguarded  by  proper  equip- 
ment. Tongs  are  provided  for  the  carrying  of  the 
containers  of  acids  so  that  the  danger  of  their 
dropping  and  spilling  while  being  carried  is  greatly 
eliminated.  Kubber  gloves  and  rubber-mounted 
goggles  are  provided  the  employees  where  there  is  any 


Accident  Prevention  69 

chance  of  the  acid  getting  over  the  hands  or  eyes. 

"Goggles  are  also  furnished  the  men  who  are  at 
work  on  machines  where  there  is  danger  of  flying 
bits  of  metal,  wood  or  stone  dust  entering  their  eyes. 
The  big  task  in  this  work  is  getting  the  men  to  wear 
these  goggles.  The  same  is  true  of  getting  the  men 
to  wear  the  colored  goggles  provided  in  electrical 
work  that  might  be  harmful  to  the  optic  nerves. 

"Every  possible  contrivance  and  combination  of 
contrivances  has  been  introduced  to  insure  the 
safety  of  the  employee. 

"This  work  is  not  peculiar  to  this  organization 
alone.  Hundreds,  no,  thousands  of  others  are  doing 
the  same  thing  at  the  present  time.  That  is  one  of 
the  milestones  they  have  passed. 

"Swift  and  Company,  whose  problem  with  ma- 
chinery is  as  nil  compared  to  plants  doing  work  of 
your  kind,  publishes  accident  prevention  rule  books 
in  eight  languages  for  the  use  of  its  employees,  with 
the  result  that  the  number  of  their  accidents  have 
been  cut  in  half. 

MOTION  PICTURES 

"The  work  of  the  United  States  Steel  people  is 
interesting  tn  that  it  makes  use  of  the  motion  pic- 
ture as  a  medium  of  accident  prevention  education. 
Carried  on  by  a  slim  thread  of  a  story,  the  worker 
who  views  the  picture  is  made  to  see  the  results  of 


7O  Humanizing  Industry 

carelessness  in  industry  and  the  need  of  making  use 
of  the  mechanical  devices  that  have  been  installed  for 
his  safety.  For  instance,  a  workman  is  shown  grind- 
ing at  an  emery  wheel  which  is  properly  equipped 
with  guards.  A  warning  sign  tells  him  to  wear  his 
goggles.  He  ignores  the  sign  and  neglects  to  put  on 
the  goggles  that  are  peacefully  reposing  in  his  pocket. 
A  chip  lodges  in  his  eye  and  a  fellow-workman 
sharpens  a  match  and  attempts  to  take  it  out.  The 
foreman  calls  attention  to  the  dangers  of  such  prac- 
tices. A  week  later  shows  the  worker  being  told  by 
his  physician  that  his  eye  cannot  be  saved.  Not 
very  thrilling  as  a  story,  I  admit,  but  sufficient  to 
serve  the  purpose  it  is  intended  for :  to  teach  the  men 
to  be  careful. 

"There  are  pictures  showing  the  wrong  way  and 
the  right  way  of  doing  things.  A  workman  is  pic- 
tured ascending  a  ladder  with  an  armful  of  tools. 
A  large  wrench  slips  from  his  hand  and  strikes  his 
helper  below  him  on  the  head.  The  correct  way  is 
then  flashed  on  the  screen,  showing  the  man  ascend- 
ing the  ladder  holding  on  to  a  rope  attached  to  a 
bucket.  When  he  reaches  the  desired  rung,  he  pulls 
in  the  rope  and  lifts  up  the  bucket  which  contains 
the  tools  he  needs. 

"I  can  go  on  indefinitely  telling  you  of  the  things 
along  these  lines  that  are  being  done,"  Struthers  went 
on.  "Here,  look  at  some  of  these  illustrations  of 
guarded  gears,  and  slip-proof  ladders  and  spark-proof 


Accident  Prevention  71 

goggles.  I  tell  you  they  mean  something  in  the  effi- 
ciency of  the  plant  as  well  as  in  the  safety  of  the  men. 
The  men  who  inaugurated  these  changes  are  not 
philanthropists  or  altruists.  They  are  sound  business 
men  and  were  prompted  to  make  the  changes  by 
sound  business  sense.  And  it  paid,  Hardwick,  it  paid. 
There  must  be  an  appeal  to  you  from  that  angle." 

Hardwick  looked  closely  at  Struthers  for  a  mo- 
ment. When  he  spoke  it  was  in  a  quiet  tone  of  voice. 

"There  is.  I  can  see  the  point  you  are  driving  at. 
I'd  like  to  go  more  deeply  into  this  thing.  But  there 
is  one  thing  I  don't  understand.  From  what  you 
have  said  it  would  seem  that  the  directors  of  these 
plants  are  engaged  in  no  other  work  but  the  one  of 
attending  to  the  well-being  of  the  men  they  employ. 
You  understand,  of  course,  that  there  are  other 
things  of  importance  that  come  into  the  running  of 
a  plant  of  any  sort,  Other  things  besides  running 
motion  pictures  and  painting  posters.  What  you  say 
merely  serves  to  bring  out  the  point  I  have  always 
made,  and  that  is,  that  the  men  cannot  be  trusted  to 
do  anything  for  themselves;  that  they  need  constant 
supervision  and  constant  pressure  of  control  from 
above.  I  might  be  willing  to  install  safety  devices; 
that  appeals  to  me  from  the  mechanical  and  business 
point  of  view.  I  can  see  you  to  that  point.  But  this 
thing  of  constantly  running  after  a  child  and  pinning 
up  her  skirts  is  quite  beyond  me.  You  understand 
what  I  mean." 


72  Humanizing  Industry 

Struthers  nodded. 

"I  understand  perfectly.  I  can  quite  appreciate 
how  irksome  is  the  thought  of  attending  to  work  of 
this  sort.  But  there  is  no  need  of  your  attending  to 
it  once  it  is  started.  The  men  can  do  that  alone." 

"What  do  you  mean?"  Hard  wick  asked. 

"I  mean  that  in  the  plants  where  the  program  of 
safety  has  been  launched  to  any  great  extent,  the 
work  of  supervision  and  control  is  left  almost  en- 
tirely in  the  hands  of  the  men.  It  is  something  that 
touches  them  closely,  something  they  are  interested 
in  and  something  they  can  be  trusted  to  do  well,"  was 
Struthers's  reply. 

"You  are  contradicting  yourself.  The  very  fact 
that  they  need  this  constant  hammering  and  educa- 
tional work  as  you  call  it,  proves  that  they  can't  be 
trusted  to  do  it  well  irrespective  of  the  fact  that  it 
touches  them  closely." 

"Agreed.  "But  there  again  we  are  bucking  up 
against  human  nature.  A  man  is  careless  of  his  own 
safety,  but  place  him  in  the  position  where  he  is  re- 
sponsible for  the  safety  of  the  man  who  works  next 
to  him  and  he  makes  that  neighbor  of  his  toe  the  line. 
What's  more,  he  will  toe  it  too,  by  virtue  of  the  fact 
that  the  importance  of  his  responsibility  looms  up 
greatly  before  him  and  he  feels  that  he  must  act  as 
an  example  to  those  about  him." 

"There's  something  in  what  you  say,"  Hard  wick 
said  after  a  moment.  "I  suppose  you  have  some 


Accident  Prevention  73 

definite  facts  to  bring  out  your  contentions.     Bring 
them  out.    I  want  to  hear  them." 


SAFETY   COMMITTEES 

"I  have  definite  facts.  The  safety  work  in  most  of 
the  larger  plants  is  organized  on  a  well-balanced  rep- 
resentation plan  which  includes  the  heads  of  the  sub- 
sidiary plants  where  there  are  a  number  of  them  to 
an  organization,  the  heads  or  foremen  of  the  various 
shops,  and  the  workmen  in  the  shops.  The  Inter- 
national Paper  Company,  whose  activities  cover  a 
number  of  states,  stands  out  foremost  among  the 
pioneers  in  this  work.  They  have  gone  deeply  into 
this  subject  of  safety  management.  From  the  point 
of  view  of  applying  it  to  your  own  plant  it  may  not 
be  especially  valuable;  from  the  point  of  view  of 
what  has  been  done  and  what  is  being  done  by  or- 
ganizations of  this  size  and  scope,  it  is  interesting. 

"The  arrangement  is  rather  complex  due  to  the 
number  of  mills  operating.  At  the  head  of  the  move- 
ment is  the  executive  manager  of  the  company,  to 
whom  the  larger  questions  of  policy  and  expenditure 
are  referred.  As  a  matter  of  fact,  once  the  plan  is  set 
working,  there  is  but  little  that  he  has  to  do.  After 
him  comes  the  operating  manager,  appointed  by  the 
executive  manager  and  known  as  the  General  Super- 
visor of  Safety  and  Sanitation.  Third,  there  is  a 
Local  Supervisor  who  is  responsible  for  the  conditions 


74  Humanizing  Industry 

in  the  plant  where  he  is  employed.  So  much  for  the 
individual  responsibility.  You  understand  of  course 
that  with  the  exception  of  the  General  Supervisor  of 
Safety  and  Sanitation,  the  men  do  other  work  besides 
the  supervision  of  factory  conditions.  They  keep  go- 
ing at  their  own  individual  jobs  in  the  plant. 

"Now  for  the  committees.  There  are  three  of  these. 
We'll  take  them  in  the  same  order.  The  first  is  called 
the  General  Supervision  Committee  and  consists  of 
the  General  Supervisor  as  chairman  and  all  the  local 
supervisors  of  the  various  mills.  The  second  is  called 
the  Local  Safety  Committee  and  consists  of  the  mill 
manager,  who  acts  as  chairman ;  the  local  supervisor, 
who  acts  as  secretary;  the  resident  engineer  and  as 
many  departmental  foremen  as  the  manager  desires. 
In  some  instances  workmen  are  added  to  this  commit- 
tee. These  are  appointed  by  the  foremen  or  managers. 

"The  third  committee  is  called  the  Workmen's 
Safety  Committee  and  consists  of  a  representative  of 
the  various  departments.  Where  there  are  English 
and  non-English  speaking  employees,  the  committee  is 
enlarged  to  the  extent  that  each  nationality  is  rep- 
resented on  it.  The  first  group  to  act  on  this  com- 
mittee were  appointed  by  the  mill  manager.  The 
work  was  new  and  that  was  the  most  expeditious  way 
to  start  it.  After  they  had  served  for  the  designated 
period,  which  was  three  months,  the  new  representa- 
tives were  elected  by  the  men  themselves. 

"The  duties  of  all  of  these  committees  and  super- 


Accident  Prevention  75 

visors  dovetail  each  other.  The  Workmen's  Committee 
deals  with  the  matter  of  safety  insofar  as  it  can  see 
how  new  devices  are  applied,  recommend  changes  and 
supervise  in  a  friendly  manner  the  application  of  the 
rules  of  safety  of  the  men  in  their  departments.  The 
men  make  weekly  inspections  of  the  entire  factory  or 
mill  and  report  their  findings  to  the  General  Super- 
visor of  Safety.  In  the  report  they  also  make  recom- 
mendations and  suggestions  regarding  dangerous  and 
unsanitary  conditions.  Together  with  this,  they  act 
as  the  medium  of  distribution  for  any  information 
relating  to  the  general  subject  of  safety.  Upon  sug- 
gestion of  the  members  of  its  committee  or  those  of 
the  Local  Safety  Committee,  it  meets  with  the  latter 
for  the  purpose  of  discussing  matters  pertaining  to 
conditions  in  the  factory.  In  the  event  of  a  serious 
accident,  joint  meetings  of  the  Local  and  Workmen's 
Committee  of  Safety  together  with  the  local  super- 
visor are  promptly  called  for  the  purpose  of  consider- 
ing immediate  measures  to  prevent  a  recurrence  of 
the  act. 

"The  Local  Committee  and  the  local  supervisor 
meet  at  least  once  a  month.  At  these  meetings,  it  is 
the  rule  of  the  company  to  have  reports,  recommenda- 
tions and  suggestions  from  workmen  take  precedence 
over  all  other  business. 

"The  General  Supervision  Committee  meets  every 
once  so  often  at  the  call  of  the  general  manager  who 
acts  as  chairman  of  these  gatherings.  These  meetings 


76  Humanizing  Industry 

are  held  at  the  offices  of  a  different  mill  each  time  so 
that  the  heads  of  the  safety  organization  are  given 
an  opportunity  to  see  what  is  being  done  in  the  vari- 
ous plants. 

"In  the  individual  mills  it  is  the  Local  Supervisor 
of  Safety  who  is  responsible  in  fact  to  the  mill  man- 
ager and  in  spirit  to  the  men  whose  safety  he  guards. 
His  duties  are  manifold.  He  reports  the  need  of 
safeguards  and  the  need  of  maintenance  of  safe- 
guards. He  corrects  unsafe  practices  where  the  work- 
man's representative  fails  to  do  so ;  he  attends  to  the 
supervision  of  general  cleanliness  of  the  plant  inas- 
much as  a  clean  plant  means  a  healthful  plant.  Every 
week  he  makes  a  thorough  inspection  of  the  plant, 
during  which  time  he  is  accompanied  by  the  foremen 
and  members  of  the  Workmen's  Committee.  In  coop- 
eration with  the  department  foreman  he  gives  special 
and  continuous  attention  to  the  subject  of  proper 
instruction  and  observance  of  instructions  of  new 
employees.  There  are  other  things  which  naturally 
come  into  the  sphere  of  his  activities.  I  need  not 
elaborate  on  them.  The  point  of  the  matter  is  that 
the  subject  is  considered  of  sufficient  importance  to 
warrant  a  safety  system  of  this  kind. 

"That  there  was  a  definite  gain  in  business  effi- 
ciency was  proven  by  the  report  issued  by  this  com- 
pany last  year.  There  was  a  reduction  of  three  hun- 
dred and  forty  accidents  as  compared  to  the  number 


Accident  Prevention  77 

reported  the  year  before.  That  meant  for  them  a 
reduction  in  total  time  lost  for  the  year  of  six  thou- 
sand seven  hundred  and  ninety-eight  days.  The  re- 
duction in  time  lost  per  hundred  employees  was  a  little 
over  one  hundred  and  six  days.  That  means  that  in 
a  shop  such  as  the  one  in  which  the  ladder  accident 
occurred,  under  more  efficient  and  safe  conditions 
you  could  count  on  an  additional  one  hundred  and 
six  production  days.  Not  so  bad  when  you  come  to 
think  of  it.  That,  if  you  please,  irrespective  of  the 
fact  that  a  little  of  the  time  of  some  few  of  your  em- 
ployees will  be  given  over  to  inspection  and  care  of 
the  conditions  of  the  factories. 

"The  United  States  Steel  Safety  organization  is 
greatly  akin  to  the  one  of  the  International  Paper 
Company.  It,  too,  consists  of  a  series  of  committees 
whose  work  coordinates  with  one  another.  The  first 
committee  consists  of  an  officer  at  the  head  of  the 
corporation  who  sits  in  with  representatives  of  the 
subsidiary  companies.  This  committee  meets  four 
times  a  year  either  in  New  York  or  at  one  of  the 
plants  or  mines.  It  conducts  inspections  by  sending 
an  inspector  from  one  company  to  look  over  another 
company's  operations,  which  is  another  evidence  of 
the  laxity  and  untrustworthiness  of  human  nature 
which  is  peculiar  to  the  highest  as  well  as  the  lowest 
types  of  mankind.  However,  to  go  on.  This  commit- 
tee makes  a  careful  study  of  all  serious  accidents  and 


78  Humanizing  Industry 

recommends  methods  to  prevent  their  recurrence  in 
any  department  of  the  industry.  It  also  passes  upon 
safety  devices  and  recommends  their  use. 

"The  second  committee,  called  the  Central  Safety 
Committee,  consists  of  important  officials  of  each  of 
the  subsidiary  plants,  mines  or  railroad  divisions. 
It  meets  monthly  and  its  duties  are  similar  to  the 
first  except  that  its  control  is  limited  to  the  particular 
company  and  the  mills  represented  by  the  members 
of  the  committee.  A  feature  of  its  work  comparable 
to  that  of  the  first  committee,  is  its  inter-mill  safety 
inspection. 

"The  Plant  Safety  Committee  is  the  third  group 
in  this  organization.  This  committee  is  made  up  of 
important  officials  in  the  plant ;  it  meets  monthly  or 
weekly  and  in  some  cases  daily  and  makes  inspections 
of  the  plant  at  regular  intervals. 

"The  Workman's  Safety  Committee  consists  of 
members  from  the  rank  and  file  of  the  mills.  It  meets 
monthly  or  weekly,  makes  regular  inspections  of  the 
plant  and  its  departments,  investigates  accidents  that 
have  happened  and  recommends  means  of  prevention 
of  similar  accidents.  Its  members  are  changed 
periodically  so  that  each  man  in  a  plant  has  an  op- 
portunity to  serve  in  this  capacity.  Up  to  the  end 
of  the  year  1918,  22,000  men  had  served  on  the  Work- 
men's Committee. 

"There  is  still  another  group  or  committee  which 
makes  this  organization  unique  among  all  others. 


Accident  Prevention  79 

This  group  is  composed  of  foremen,  master  mechanics 
and  skilled  workmen.  The  men  meet  weekly  or 
monthly,  according  to  the  regulations  of  the  different 
shops,  make  periodical  inspections  of  the  plant  and 
conduct  special  investigations  of  particular  problems. 
To  me  that  last  committee  is  one  of  the  most  valuable. 
Here  you  have  actual  representation  of  all  the  fac- 
tors involved  in  the  working  conditions  of  a  shop ;  the 
foreman  who  represents  the  managements  of  the  shop, 
the  master  mechanic  who  is  the  expert  on  shop  con- 
ditions as  related  to  mechanical  devices  and  safe- 
guards and  the  skilled  worker  who  can  intelligently 
understand  and  interpret  the  suggestions  and  recom- 
mendations and  apply  them  to  the  men  who  work 
with  him.  In  a  small  group  of  men,  such  an  arrange- 
ment would  be  sufficient  to  direct  and  carry  on  the 
safety  program  of  a  plant. 

"The  Phelps  Dodge  Corporation  has  worked  out  a 
safety  organization  plan  that  is  peculiar  to  the  work 
in  which  its  men  engage.  Its  Central  Safety  Commit- 
tee consists  of  representatives  of  the  employees  of  each 
of  the  underground  or  mining  divisions  and  represen- 
tatives of  the  surface  departments  and  the  manage- 
ment. Besides  this,  there  are  Division  Safety  Com- 
mittees selected  from  among  the  employees  of  each 
division.  A  Safety  Inspector  directs  the  work  of  these 
committees,  makes  reports  on  all  fatal  and  serious 
accidents  and  organizes  first  aid  and  mine  rescue 
classes. 


8o  Humanizing  Industry 

"The  company  has  adopted  a  book  of  general  rules 
on  the  prevention  of  accidents.  Every  new  employee 
is  supplied  with  one  of  these  at  the  time  he  is  en- 
gaged. It  is  revised  from  time  to  time  by  the  Central 
Safety  Committee.  Any  infractions  of  the  rules  by 
the  men  at  work  are  reported  to  the  Shift  Boss  or 
foreman  by  the  Safety  Inspector.  The  Safety  Com- 
mittee make  monthly  inspections  of  all  the  workings 
in  each  division  and  reports  of  these  are  supplied  to 
the  management  and  the  Division  foreman." 

Hardwick  interrupted  Struthers. 

"I  do  not  believe  that  last  example  has  much  to  do 
with  the  subject  under  discussion.  One  can  readily 
understand  why  special  measures  must  be  taken  in 
work  as  dangerous  as  mining.  The  case  is  not  com- 
parable to  conditions  in  my  shops." 

"I  didn't  say  I  was  giving  cases  comparable  to 
those  in  your  shops,"  Struthers  replied  quietly.  "I 
told  you  I  was  going  to  tell  you  what  was  being  done 
by  progressive  industrial  heads.  There  was  a  time 
when  owners  of  mines  even  did  not  consider  it  of  suffi- 
cient importance  to  take  any  measures  to  insure  the 
safety  of  the  men.  It  took  them  a  long  time  to  see 
the  light.  As  a  matter  of  fact  the  case  is  comparable 
to  the  conditions  in  your  shops.  Not  in  degree,  I 
admit,  but  in  kind.  The  mines  were  being  worked  on 
an  unsafe,  unsanitary  basis ;  so  are  your  shops.  The 
mines  were  being  run  on  an  inefficient  basis  because 
of  those  conditions;  so  are  your  shops.  I  repeat, 


Accident  Prevention  81 

there  is  a  difference  in  degree  but  not  in  kind  of 
laxity  and  inefficiency,  and  resulting  unhappiness,  of 
everybody  concerned.  , 

"Do  you  want  me  to  go  ahead?  I  can  give  you  the 
safety  programs  of  progressive  plants  of  all  sections 
of  the  country.  I  can  tell  you  of  the  work  carried 
on  by  the  Workmen's  Safety  Committee  of  the  New 
Jersey  Zinc  Company.  I  can  tell  you  of  the  safety 
reforms  inaugurated  by  the  Boston  Gear  Works  of 
Massachusetts  and  the  Goodyear  Tire  Company  of 
Ohio;  of  the  Welsbach  Company  of  New  Jersey  and 
of  the  Clipper  Belt  Lacer  Company  of  Michigan.  I 
can  tell  you  of  the  measures  inaugurated  by  the  rail- 
road companies.  The  movement  is  nationwide  in  its 
scope.  You  can  get  a  duplication  of  all  of  the  details 
I  have  given  you  from  hundreds  of  the  names  appear- 
ing on  the  list  formulated  by  the  Department  of 
Labor. 

"What  they  have  done  is  not  all  that  can  be  done," 
Struthers  continued.  "It  is  merely  a  beginning.  But 
it  is  a  good  beginning  and  lends  itself  easily  to  im- 
provement. Not  the  least  interesting  of  these  improve- 
ments is  the  suggestion  system  recently  adopted  by 
a  good  many  plants  whereby  workers  are  given  a 
small  reward  for  suggesting  any  valuable  improve- 
ments in  the  safety  system  of  the  plant.  This  sugges- 
tion system,  by  the  way,  has  in  a  good  many  instances 
been  extended  to  other  branches  of  the  industrial 
betterment  work." 


82  Humanizing  Industry 

"Just  exactly  what  do  you  mean  by  a  suggestion 
system?"  Hardwick  asked. 

"Merely  this.  One  of  the  men  in  the  plants  work- 
ing on  a  machine  discovers  a  method  by  which  he  can 
reduce  the  possibility  of  danger  in  operating  it.  Very 
often  it  is  a  simple  device  that  needs  nothing  but  a 
bit  of  wood  or  a  scrap  of  iron.  At  first  glance  it  may 
be  so  simple  and  crude  that  it  is  hardly  worthy  of 
attention.  Nevertheless,  it  may  serve  the  very  valu- 
able purpose  of  a  shield  or  protection  of  some  sort. 
It  passes  the  primary  test  given  to  most  improve- 
ments and  inventions — it  works.  Under  a  suggestion 
system,  the  man  feeling  reasonably  sure  of  the  value 
of  his*  crude  improvement  would  feel  impelled  to  speak 
of  it  to  his  foreman,  or  better  still  submit  it  in  writ- 
ten form  by  way  of  the  suggestion  box.  The  term 
suggestion  box  is  self-explanatory.  The  matter  is 
then  brought  before  a  suggestion  committee  consist- 
ing usually  of  the  foremen  and  the  managers.  In  the 
event  that  the  suggestion  is  considered  valuable,  the 
worker  is  paid  a  certain  stipulated  reward.  This 
system  is  equally  valuable  in  bringing  forth  sugges- 
tions other  than  those  of  a  mechanical  nature.  Its 
chief  value  lies,  of  course,  in  the  fact  that  it  serves  to 
arouse  the  interest  and  initiative  of  the  men  in  im- 
proving their  working  conditions.  And  this  interest 
and  initiative,  bear  in  mind,  is  directed  toward  some- 
thing constructive.  You  see  the  point  in  that,  don't 
you?" 


Accident  Prevention  83 

"I  do,"  Hardwick  responded.  "I  do."  He  sat 
quietly  ruminating  for  a  short  space  of  time.  Struth- 
ers  watched  him  closely.  After  a  while  he  spoke. 

"Want  me  to  continue,  Hardwick,  or  have  you  had 
enough?" 

"Enough.  Enough  for  this  evening,  I  mean.  You've 
made  your  point,  Struthers.  It's  a  good  one.  I  didn't 
expect  to  find  so  many  facts  stored  up  behind  that 
frontal  bone  of  yours.  I  take  back  what  I  said  at 
the  beginning.  But  Struthers,  how  does  one  begin 
at  these  things?  Facts  are  facts,  but  how  do  you 
turn  them  into  working  realities?  You  can  speak 
about  these  things  but  can  you  build  them;  can  you 
help  me  build  them;  can  you  help  put  them  into 
working  order?  The  whole  thing  is  so  immense  and 
new !" 

"Yes,  I  know,"  Struthers  replied.  "Sometimes  I 
believe  that  is  the  big  reason  that  big  men  do  not  do 
the  big  things  they  dream  of.  They  are  so  immense 
and  new.  They  are  afraid  to  tackle  the  thing  that 
has  not  been  tackled  by  the  people  who  came  before 
them.  Tell  me,  Hardwick,  are  you  afraid?" 

Hardwick  laughed  nervously. 

"Frankly  speaking,  I  am.  I  don't  know  where  to 
begin,  provided  I  decide  to  begin." 

"No  need  to  make  that  proviso,"  Struthers  laughed. 
"You  will  begin.  You  are  too  anxious  to  succeed  to 
allow  yourself  to  lag  behind  once  you  have  been  as- 
sured of  the  value  of  the  methods  used  by  progressive 


84  Humanizing  Industry 

leaders  of  industry.  We'll  let  that  go  for  the  moment. 
You  want  to  know  where  to  begin,  you  say.  That's 
easy.  With  a  study  of  the  needs  of  your  plant  gained 
by  personal  inspection  under  the  supervision  of  the 
departmental  foremen,  followed  by  a  conference  with 
the  foremen,  followed  in  turn  by  a  rather  big  outlay 
of  money.  That  ought  to  turn  the  trick." 

Hardwick  frowned. 

"I  don't  see  that  foremen  conference  business.  I 
do  not  see  why  I  can't  go  ahead  on  this  without  get- 
ting the  undesired  advice  of  the  men  in  the  shops. 
You  can  tell  me  what's  necessary,  can't  you?" 

"I  can,  in  a  measure,  but  not  in  a  full  measure, 
Hardwick.  If  you  are  going  to  do  this,  why  don't 
you  do  it  in  the  proper  way?  Why  don't  you  get  the 
interest  and  the  brains  of  the  men  who  are  most  ac- 
tively concerned  working  with  you  on  this  problem? 
Why  don't  you  get  Hurley  and  Johnson  and  the  other 
men  as  well  as  some  of  the  workmen  to  tell  you  what 
they  think  is  necessary  in  the  way  of  safety  devices? 
You'll  do  it  in  the  long  run,  why  don't  you  begin 
now?" 

"For  this  reason,  Struthers.  I  don't  believe  Hur- 
ley and  Johnson  and  all  the  others  will  be  interested. 
If  I  call  them  into  conference  during  the  day,  they 
will  wonder,  the  workmen  I  mean,  whether  they  will 
lose  an  hour's  wages.  The  foremen  will  wonder  about 
something  else.  You  see,  Struthers,  we  do  not  meet 


Accident  Prevention  85 

on  an  equal  basis  and  you  can't  get  anything  valuable 
out  of  a  conference  like  that." 

"Very  true,"  Struthers  made  answer.  "You  can't. 
You  can't  get  anything  worth  while  without  confi- 
dence. But  is  there  any  reason  why  Hurley,  for  in- 
stance, cannot  assure  the  men  of  the  purpose  and  con- 
ditions of  this  meeting,  and  why  he  and  the  other 
foremen  cannot  be  made  to  feel  that  this  is  different 
from  the  other,  er,  conferences,  that  you  were  wont 
to  call?" 

Hardwick  looked  closely  at  Struthers  for  a  moment. 
His  lips  tightened  at  the  implied  rebuke.  Finally  he 
laughed. 

"We'll  let  that  pass.  Hurley's  been  talking  to  you. 
Well,  so  have  I.  Never  mind.  But  about  that  calling 
the  men  together  on  this.  Do  you  think  you  can 
manage  it,  Struthers?  I'm  not  much  good  at  this  con- 
ference talk.  There  are  certain  things  I  can  do  and 
may  do,  but  I  wish  that  you  would  give  the  thing  its 
impetus.  As  I  said  before,  this  thing  appeals  to  me. 
It  is  sensible  and  there's  good  business  sense  behind 
it,  even  though  it  does  come  from  you.  I  want  to 
think  it  over  carefully  but  meanwhile  will  you  let 
out  a  number  of  feelers  and  see  how  it  will  take? 
There's  another  thing  I  want  to  ask  of  you.  Will  you 
leave  some  of  your  notes  and  leaflets  here  with  me? 
I  want  to  look  them  over  after  you've  gone." 

"I'll  do  what  I  can,  Hardwick.    You  know  I  shall 


86  Humanizing  Industry 

be  glad  to.  This  kind  of  work  is  my  hobby.  There's 
nothing  about  which  a  man  will  so  greatly  exert  him- 
self as  his  hobby.  It  may  be  I  can  pass  the  fever  on 
to  you.  Once  the  germ  gets  into  you,  things  will  be- 
gin to  move.  You  see,  you  have  the  power  to  build 
up  something  worth  while.  All  I  can  do  is  serve  as 
a  germ  carrier.  To  you  and  Hurley,  two  fine  excel- 
lent specimens  of  humanity!" 

"Whom  you  would  lay  low  with  a  disease  of  your 
own  choosing,"  Hardwick  continued.  "You're  a  queer 
old  fellow,  Struthers,  mighty  queer.  How  did  this 
fever  of  yours  start?  You  weren't  interested  in  labor 
questions  and  industrial  problems  at  school.  You 
wranted  to  write.  What's  more  we  all  thought  you 
could  do  it  once  you  tamed  that  roving  spirit  of 
yours.  Is  this  part  of  the  training ;  are  you  gathering 
copy  or  what?" 

Struthers  got  up  and  stretched  himself.  He  pulled 
out  his  watch  and  looked  at  the  time.  It  was  after 
ten. 

"Sorry,  Hardwick,  but  I've  got  to  be  marching  on 
like  the  truth  of  John  Brown.  Some  day,  maybe,  I'll 
tell  you  a  story  of  the  coming  and  the  going  of — 
germs.  A  small  tale  but  mine  own." 

Hardwick  laughed,  a  good  rich  laugh  which  brought 
a  responding  smile  to  the  eyes  of  Peter  Struthers. 
He  looked  fondly  at  the  man  before  him  and  then 
at  the  room  about  him. 

"You've  got  a  beautiful  place  here,"  he  commented. 


Accident  Prevention  87 

"Beautiful.  Fine  warmth  of  colors.  Who  did  it  for 
you  in  this  forsaken  place?'' 

"Who  did  it?  Myself  of  course/'  was  the  reply. 
"It  was  the  only  thing  that  did  lend  itself  to  beauty 
in  this  'forsaken  place'  as  you  call  it.  I  simply  had 
to  have  some  place  where  my  eyes  and  ears  and  nerves 
would  not  be  continually  jarred." 

"True.  Hm."  Struthers  paused  and  looked  quizzi- 
cally at  Hardwick.  Finally  he  broke  out  with  the 
following : 

"Do  you  know,  I  rather  imagine  that  a  little  bit  of 
this  artistic  instinct  wouldn't  go  bad  in  business. 
You  know,  sense  of  proportion,  perspective,  harmony, 
human  values,  and  all  that  business.  Think  it  over, 
Hardwick,  it's  not  a  bad  idea." 

Again  Hardwick  laughed. 

"Good  heavens,  man,  do  you  make  capital  out  of 
every  idea?"  He  didn't  wait  for  the  answer  but  con- 
tinued, growing  serious,  "I  suppose  there's  a  second 
chapter  in  this  series,  isn't  there?  I  confess  you've 
got  me  interested  and — almost  started.  When  do  we 
hold  the  next  private  session  and  what's  the  subject 
to  be?" 

"How  about  a  week  from  to-day?  I  think  we'll  take 
up  the  matter  of  health  in  industry.  What  do  you 
say?" 

"A  week  from  to-day  is  all  right.  As  to  the  subject, 
that's  all  right  too,  only  as  far  as  I  can  see  we've  cov- 
ered that.  What  more  do  you  want?" 


88  Humanizing  Industry 

"It's  not  that  I  want  anything  more.  It's  you  who 
will  want  more  once  I  get  going.  I'll  be  here  next 
Friday  evening.  I'll  arrange  to  come  for  dinner  if  it 
suits  you." 

"Good.  That  sounds  like  old  times.  Oh,  by  the 
way,  Struthers,  can  I  call  on  you  on  this  safety  con- 
ference business?  You're  one  of  the  men,  you  know." 

"You  can.  I  am  one  of  the  men.  And  when  old 
Hardwick  gives  orders,  I  guess  it's  up  to  me  to  fall  in 
line.  Good  night."  The  hands  of  the  two  men  met 
in  a  firm  grip. 

"Good  night." 

Struthers  left.  Hardwick  watched  him  from  the 
window  as  he  swung  down  the  street.  Once  Struth- 
ers turned  and  waved  his  hand  at  the  figure  in  the 
window.  Hardwick  caught  a  glow  of  the  pipe  as  the 
man  stood  there  in  the  dark.  For  a  fleeting  moment 
.the  glow  in  the  dark  seemed  to  him  to  be  typical  of 
the  man.  He  waved  his  hand  in  answer  and  turned 
his  face  to  the  room.  It  was  a  beautiful  place.  He 
loved  it,  the  grays,  the  touches  of  old  blues  and  deep 
oranges. 

Suddenly  he  remembered  that  remark  of  Struth- 
ers, "A  bit  of  the  artistic  instinct  wouldn't  go  bad 
in  business."  And  something  else  that  had  come 
after  it,  something  about  proportion,  perspective,  har- 
mony, human  values.  Hardwick  let  his  mind  play 
with  the  thought.  Proportion,  perspective,  harmony, 
human  values.  Put  some  warmth  of  color  in  the 


Accident  Prevention  89 

place.  The  works.  Warmth  of  color.  No,  that 
couldn't  be  what  Struthers  meant.  But  warmth. 
Surely  warmth.  That's  what  made  this  room  so  rest- 
ful. Warmth.  Warmth  of  feeling.  That  might  be 
it.  Of  course.  Warmth  of  feeling  in  the  works.  The 
works.  Hardwick  shuddered.  The  works  were  cold 
and  every  thought  associated  with  them  was  cold. 
Bah!  That  dreamer  hypnotized  him  and  made  him 
dream  things  that  were  impossible.  Impossible,  and 
yet,  and  yet.  .  .  . 

Hardwick  turned  to  the  material  that  Struthers 
had  left.  He  opened  the  booklet  containing  the  names 
of  the  employers  gathered  together  by  the  govern- 
ment. He  turned  to  the  page  where  his  state  was 
given.  His  fingers  carefully  went  down  the  list.  L,  M, 
N,  O,  P,  Q.  At  R  he  stopped.  He  pulled  out  his  foun- 
tain pen  and  drew  a  line  under  it.  On  the  margin 
he  wrote  "Rawburn  Machine  Works."  He  looked 
closely  at  the  inscription  for  a  moment,  his  pen  poised 
in  his  hand.  Slowly  a  flush  grew  upon  his  face.  He 
felt  that  he  had  done  a  childish  thing.  He  crossed  out 
the  line  hurriedly,  and  put  the  book  into  his  breast 
pocket.  He  picked  up  one  of  the  booklets  that  Struth- 
ers had  left  with  him  and  sat  down  with  it  in  his 
chair.  He  turned  the  pages  and  began  to  read. 

Struthers  found  Hurley  sitting  up  for  him  when 
he  returned.  He  grew  embarrassed  when  the  younger 
man  entered. 


90  Humanizing  Industry 

"I  thought  I'd  sit  up  a  bit  to-night.  Felt  kind  of 
restless  and  knew  I  couldn't  sleep.  You  going  to  bed 
right  away?" 

Struthers  gauged  the  meaning  behind  the  halting 
words.  He  was  inwardly  pleased  that  Hurley  had 
waited  for  him,  pleased  for  two  reasons.  One,  that 
the  man  was  interested  in  the  result  of  his  talk  with 
Hardwick,  and  two,  that  he,  Struthers,  could  tell  him 
of  the  definite  scratch  he  had  made  on  the  surface  of 
Hardwick's  indifference  to  the  well-being  of  the  men 
in  the  plants.  Besides,  he  wanted  to  discuss  this  mat- 
ter of  Safety  Committees  with  Hurley.  To-night  was 
as  good  as  any  time.  He  sat  down  at  the  opposite 
side  of  the  table. 

"No,  Hurley,  I'm  not  going  to  bed  for  a  while 
yet."  He  paused,  then  continued.  "I  suppose  you're 
interested  to  hear  what  happened  at  Mr.  Hardwick's. 
Suppose  I  tell  you  that  we're  going  to  have  new  lad- 
ders in  all  the  places,  ladders  that  won't  slip,  and 
special  gear  guards  and  sprocket  guards  and  all  that 
sort  of  business,  what  would  you  say?" 

Hurley  pulled  his  pipe  out  of  his  mouth  and  stared 
at  Struthers  for  several  moments.  Finally  he  re- 
placed it. 

"I'd  say,"  he  sputtered  between  quick  puffs,  "I'd 
say  that  you're  seeing  things  and  that  you'd  better 
sleep  it  off.  I  thought  you'd  come  back  with  some 
sense  pounded  into  you.  Hardwick  won't  spend 
money  on  things  like  that.  And  I  won't  believe  any- 


Accident  Prevention  91 

thing  you'll  say  to  the  contrary  until  I  see  things  with 
my  own  eyes." 

Struthers  rose  impatiently. 

"What  I  told  you  was  the  truth,  Hurley.  Now,  can 
I  or  can't  I  count  on  your  help  or  is  Hardwick  right 
when  he  says  you  men  want  no  responsibility,  you're 
capable  of  no  responsibility  and  that  you've  got  to  be 
coddled  and  nursed  like  children?" 

Hurley's  eyes  flashed  fire.     He  retorted. 

"Hardwick  said  that,  did  he?  Well,  has  he  ever 
tried  giving  us  any  responsibility  that  he's  found  we 
weren't  ready  to  take  it?  Answer  me  that." 

"He  may  try  something  now  provided  you  show 
some  evidence  of  interest  in  the  matter.  Now  can  I 
or  can't  I  count  on  you?" 

"What  do  you  mean  exactly?" 

Struthers  sat  down  again  and  outlined  the  plans 
he  had  discussed  writh  Hardwick.  He  showed  Hurley 
the  diagrams  of  safety  devices  used  by  the  various 
plants  that  had  installed  them.  Hurley  was  inter- 
ested in  those,  more  than  in  the  details  of  the  Safety 
Committee.  The  two  men  sat  far  into  the  night  dis- 
cussing the  needs  of  the  various  departments.  Every 
now  and  then,  Hurley  would  rise  and  pace  the  floor 
with  his  pipe  sputtering  at  his  mouth.  At  these  times 
his  statement  would  invariably  be :  "All  this  is  very 
good,  but  will  it  be  done?"  or  "Do  you  mean  to  say, 
Struthers,  that  he  won't  take  it  out  of  our  wages  in 
some  way?" 


92  Humanizing  Industry 

Struthers  gritted  his  teeth  with  impatience  several 
times.  His  manner,  however,  gave  no  evidence  of  his 
displeasure.  Just  once  he  came  out  with  the  half- 
irritated  expression  of,  "Stow  that  and  listen  to 
sense."  And  then  went  on  explaining  and  outlining. 

Finally  the  two  men  rose  from  the  table.  Struthers 
turned  his  tired  eyes  upon  Hurley. 

"Well,  how  does  it  strike  you?  Think  we  can  do 
something  worth  while  with  it?" 

"I  think  we  can.  The  machine  parts  interest  me. 
Johnson's  the  man  for  the  Safety  Committee.  So's 
Walters.  Witlik  can  speak  up  for  the  men.  It's  all 
right,  Struthers,  provided — 

"I  know  what  you're  going  to  say.  I  wish  you 
wouldn't  say  it  and  take  things  at  face  value.  Hard- 
wick  will,  without  doubt,  call  on  you  fellows  to  come 
to  see  him  some  day  this  week.  For  heaven's  sake, 
Hurley,  don't  bite  and  don't  expect  to  be  bitten.  You 
might  tell  the  other  men  the  same  thing."  He*  yawned, 
then  continued,  "I  think  it  would  be  wise  to  get  a 
few  hours'  sleep  before  the  morning.  Think  on  what 
I've  been  speaking  to  you  and  stop  looking  for  snakes 
in  the  grass." 

Struthers  turned  and  walked  toward  his  room.  The 
voice  of  Hurley  interrupted  him  as  he  was  turning  the 
door-knob.  It  was  a  shy,  halting  voice. 

"Eh,  Struthers,  I  was  just  wondering.  Do  you 
think  he — Hardwick,  I  mean — will  let  me  do  the  ma- 
chine parts?" 


CHAPTER  FOUR 

HEALTH   MEASURES 

STRUTHERS  found  Hardwick  waiting  for  Mm  out- 
side his  office  door  when  he  arrived  the  following  Fri- 
day evening.  The  eyes  of  the  latter  lit  up  at  sight  of 
the  slender,  oil-begrimed  figure  that  came  striding 
toward  him.  The  two  men  walked  down  silently  to 
Hardwick's  car  that  stood  waiting  for  them.  Struth- 
ers  sighed  as  he  sank  into  the  soft  depths  of  the 
cushioned  seat.  Hardwick  glanced  at  him  in  concern. 

"Not  sick,  old  man,  are  you?  You  really  are  going 
at  this  too  seriously.  Suppose  you  let  up  for  a  while 
and  rest  a  bit." 

Struthers  smiled. 

"No,  I'm  not  sick.  Just  tired.  What  is  it  they  say 
in  the  books  we  used  to  read  when  we  were  shavers? 
'They  returned  home,  tired  but  happy/  Hm,  that's 
not  such  a  bad  ending  to  a  story.  Tired  but  happy. 
It's  funny,  isn't  it,  that  little  children  are  never  satis- 
fied unless  the  ending  is  a  happy  one ;  unless  the  peo- 
ple in  the  story  are  made  happy.  'They  returned 
home,  tired  but  happy.'  'And  so  they  were  married 
and  lived  happily  ever  after.'  You  remember,  don't 

93 


94  Humanizing  Industry 

you,  Hardwick,  all  these  last  lines  of  the  stories  we 
used  to  read? 

"They  mean  such  a  lot  to  us  when  we're  young," 
Struthers  went  on,  reminiscently.  "We  decide  over 
and  over  again  that  those  are  the  sort  of  endings 
we're  going  to  have  to  our  life  stories  and  then  we 
grow  up  and  what  do  we  do?  We  forget  all  about 
what  the  ending  is  going  to  be  like;  we  don't  think 
much  whether  anybody  is  happy  or  not,  we  just  dig 
blindly  in  our  own  little  holes  trying  to  find  a  bit  of 
hidden  treasure  that  we  don't  want  after  we've  got 
it  and  all  the  time  we're  digging  we  complain  of  the 
cold  and  the  darkness  and  the  lack  of  human  under- 
standing. Good  heavens,  of  course  it's  cold  and  dark 
and  stupid  down  there.  Of  course.  Why  shouldn't 
it  be  when  we've  got  our  heads  buried  under  the  earth 
and  when  we  refuse  to  see  the  things  around  us,  above 
the  earth,  that  might  make  the  ending  a  'tired  but 
happy'  one?  Hardwick,  did  you  ever  think  of  what 
a  mess  we  make  of  our  lives?  Did  you  ever  think 
how  sorely  disappointed  those  little  fellows  we  used 
to  be  must  be  if  they  can  see  us  now?  Do  you  ever 
think  what  sad  failures  we  must  be  in  their  sight? 
The  things  they  weren't  going  to  do  when  they  grew 
up!  The  ogres  they  weren't  going  to  kill  and  the 
monsters  they  weren't  going  to  slay!  And  instead 
what  do  we  do?"  The  question  was  purely  meditative 
but  Hardwick  answered  him. 


Health  Measures  95 

"Instead  we  grow  into  ogres  and  monsters  our- 
selves. We  do,  Struthers,  except  people  like  you, 
perhaps,  who  come  out  here  with  sword  and  saber 
in  both  hands  and  knife  between  the  teeth  and  kill 
those  of  us  who,  you  imagine,  prevent  the  story  from 
ending  happily.  What?" 

"Don't  be  an  ass,  old  scout,"  Struthers  answered. 
"I  wasn't  thinking  of  anybody  or  anything  in  partic- 
ular. I  was  just — well,  being  foolish,  I  guess." 

Hardwick  smiled. 

"It's  all  right,  Peter.  Sometimes  I  wish  I  could 
put  all  this  behind  me  forever  and  just  be — foolish — 
as  you  call  it,  myself.  But  you  can't  do  it,  or  rather, 
I  can't  do  it.  I've  grown  up,  conditions  have  made  me 
an  ogre,  and  I've  got  to  play  true  to  form  and  growl 
and  roar  and  eat  up  people.  That's  the  game,  isn't 
it?  Until  some  day  the  noble  young  man  will  come 
upon  the  scene  and  beard  me  in  my  den  and  slay  me 
and  hold  my  bleeding  head  up  before  the  multitude 
so  that  all  may  see  it  and  rejoice.  That's  what  is  done 
in  books,  isn't  it?  The  ogre  is  never  tamed  as  far  as 
I  can  remember.  Is  he?"  Hardwick  asked  and  looked 
at  Struthers  smilingly.  Beneath  the  smile  there  was 
a  note  of  seriousness  that  Struthers  did  not  fail  to 
get.  He  answered  in  the  same  spirit. 

"True,  the  ogre  is  never  tamed.  But  don't  you  re- 
member, Hardwick,  that  sometimes  he  is  not  an  ogre 
but  a  very  mighty  prince  who  has  the  power  to  create 
happiness  for  all  but  who  can't  do  it  because  he  is 


96  Humanizing  Industry 

under  a  spell  that  a  wicked  witch  has  cast  over  him? 
Don't  you  remember  those  stories?" 

Hardwick  looked  at  Struthers  sharply. 

"I  remember.  Now  that  you  speak  of  it.  Come 
now,  here  we  are.  We've  been  talking  nonsense  long 
enough.  I  suppose  you'll  want  to  wash  up.  'Tired 
and  dirty'  would  suit  you  better  than  'tired  but 
happy,'  I  should  say." 

"Honest  dirt  from  honest  toil,"  Struthers  sang  out 
as  he  turned  in  the  direction  of  the  bathroom.  And, 
as  the  door  was  about  to  close  behind  him  he  called 
out,  "And,  Hardwick,  a  bit  of  honest  soap  and  water 
in  the  proper  place  wouldn't  go  so  bad,  so  help  me 
gawd." 

A  little  later  the  two  men  met  in  the  beautifully 
equipped  dining  room.  There  was  hardly  any  talk 
of  any  import  while  the  butler  hovered  around  the 
table.  They  moved  into  the  room  that  Struthers  had 
so  greatly  admired  the  week  before  for  coffee  and 
smokes.  They  sat  in  comfortable  silence  for  the  period 
of  half  an  hour.  Finally  Struthers  knocked  the  ashes 
out  of  his  pipe  into  the  fireplace. 

"Well,  what  did  you  think  of  it?"  he  began. 

"Think  of  what?"  Hardwick  parried. 

"That  meeting  on  Tuesday.  What  did  you  think 
of  the  men,  their  minds,  the  way  they  gripped  at  the 
thing?" 

Hardwick  puffed  at  his  cigar  for  a  few  seconds. 
Finally  he  spoke. 


Health  Measures  97 

"Struthers,  these  men  would  not  have  spoken  or 
acted  as  they  did  if  you  hadn't  been  there  to  encour- 
age them  by  speaking  as  openly  as  you  did." 

"What  exactly  do  you  mean  by  that?  Is  that  a 
veiled  suggestion  that  hereafter  you  would  rather 
that  I  didn't  attend  the  meetings,  or  attending,  that 
I  make  myself  less  conspicuous?" 

"Heavens,  no,  man,  but  I've  been  wondering  what 
it  was  in  you  that  thawed  them  out,"  Hardwick  an- 
swered. "They've  never  spoken  that  way  before  and 
they've  been  up  before  me  innumerable  times.  I'll 
admit  the  subjects  under  discussion  were  different 
on  those  occasions,  but  then,  they  never  suggested 
things,  they  never  planned  things ;  they  always  made 
excuses,  and  gave  reasons  and  offered  complaints. 
It's  queer  that," 

"Xo,  it  isn't  queer  at  all,"  was  Struthers'  reply. 
"You  get  just  as  much  as  you  give.  It  wasn't  the  fact 
that  I  was  in  the  room  or  that  I  spoke  that  made 
them  unbend.  It  was  the  fact  that  your  attitude  was 
a  receptive  one  and  they  responded  to  it.  You'll  have 
to  believe  that,  Hardwick.  For  every  valuable, 
tangible  reform  that  you  inaugurate  or  that  any  busi- 
ness man  inaugurates  there  is  a  definite  but  intangible 
reaction  in  feeling  and  spirit  among  the  men  that  in 
the  long  run  more  than  makes  up  for  any  loss  in 
profits.  However,  I  don't  want  to  go  off  on  that  angle. 
That  is  a  rule  that  will  prove  itself  in  time.  Tell  me 
what  do  you  think  of  Hurley.  Will  you  let  him 


98  Humanizing  Industry 

have  a  hand  in  the  making  of  the  machine  parts? 
What  are  your  plans  ?" 

Hardwick  lit  another  cigar  before  he  answered.  As 
the  match  lit  up  the  face  of  the  man,  Struthers  caught 
a  pleased  smile  playing  about  his  lips.  The  smile 
was  still  there  when  he  turned  his  eyes  upon  the  man 
opposite  him.  Struthers  caught  him  consciously  con- 
trolling it. 

"About  him — Hurley,  I  mean,"  he  began,  "I  don't 
know  just  how  far  I  will  let  him  go  or  whether  I 
will  let  him  have  a  hand  in  the  machine  parts  or  not." 
Struthers'  face  fell.  Hardwick  noted  it.  With  satis- 
faction, it  seemed  to  Struthers. 

"You  see,"  Hardwick  continued,  "Hurley  and  I 
have  been  antagonistic  toward  each  other  for  years. 
One  small  safety  program,  inaugurated  even  by  so 
great  a  man  as  you,  won't  change  it.  Hurley  expects 
me  to  'play  him  dirty'  as  he  might  call  it,  and  far  be 
it  from  me  to  disappoint  him.  I  shall  disappoint 
him — but  not  in  the  manner  he  expects." 

"What  exac.tly  are  you  driving  at?"  Struthers 
asked  in  concern.  "You  talk  like  a  villain  in  a  melo- 
drama." Hardwick  grunted  in  reply.  He  looked 
across  at  Struthers  quizzically,  then  began  stroking 
his  chin  in  a  reflective  manner.  Struthers  grew  un- 
easy. 

"What's  happened?"  he  asked  anxiously.  "Hurley 
hasn't  said  or  done  any  darn  fool  thing,  has  he?" 

"It  all  depends  on  the  point  of  view,"  was  the  un- 


Health  Measures  99 

expected  answer.  "It  all  depends  on  the  point  of 
view." 

Struthers  rose  impatiently.  Hardwick  motioned 
him  to  be  seated. 

"Sit  down  and  don't  act  like  a  young  colt.  I'll  tell 
you  all  about  it.  Come  on,  sit  down  and  don't  look 
as  though  you  were  ready  to  chew  the  ground.  Sit 
down."  Struthers  did  as  he  was  told., 

"You  see,"  Hardwick  began,  "that  thing  has  fast- 
ened on  to  my  imagination.  Or,  perhaps,  my  good 
sense.  There  was  no  denying  the  business  value  of 
installing  the  things  of  which  you  had  spoken.  Tne 
only  thing  about  which  I  was  really  undecided  was  as 
to  whether  I'd  order  the  improvements  from  the  peo- 
ple who  made  a  specialty  of  them  or  whether  I  could 
have  them  made  in  my  own  machine  shops.  It  was  a 
matter  of  business  economics  with  which  I  think  I  am 
conversant  in  spite  of  many  indications  to  the  con- 
trary. After  dinner  on  Wednesday  evening  I  decided 
I'd  run  down  to  the  shops  with  some  of  the  diagrams 
and  illustrated  matter  you  had  left  with  me  and  see 
what  was  what.  When  I  got  there  I  noticed  a  light 
in  one  of  the  buildings.  The  watchman  wasn't 
around.  I  decided  to  investigate  for  myself  and  went 
in.  There,  if  you  please,  was  your  man  Hurley  bend- 
ing over  one  of  the  machines.  I'll  quite  confess  that 
my  first  thought  was  not  a  pleasant  one.  I  thought 
he  was  using  one  of  the  methods  so  much  in  vogue 
with  people  to  whom  the  class  of  employers  is 


IOO  Humanizing  Industry 

anathema.  Sabotage,  I  mean.  Destruction  of  ma- 
chinery. 'Hurley,'  I  called.  The  man  looked  up.  He 
had  a  foot  rule  in  his  hand.  'What  are  you  doing 
here  at  this  hour?  You  know  it's  against  the  rules.' 
The  answer  he  gave  was  rather  startling."  Hardwick 
smiled  reminiscently.  "  'I'm  trying  to  show  you,  sir,' 
he  said,  'that  you  can  build  your  own  gear  guards.' 
There  he  was,  if  you  please,  drawing  diagrams  and 
making  plans  of  the  guards." 

"Well,  what  did  you  do?"  Struthers  asked. 

"Do?  What  could  I  do?  I  examined  his  drawings. 
They  were  good.  Mighty  good.  Some  changes  were 
necessary  and  we  made  them,  but  on  the  whole  they 
were  as  fine  as  any  of  the  patented  stuff  made  by 
specialty  firms.  We  stayed  there  until  after  ten." 
Hardwick  paused,  then  broke  out  with  the  sentence, 
"Hurley  thinks  he  can  get  the  men  to  work  on  these 
things  overtime." 

"What  do  you  mean  Hurley  thinks  he  can  get  the 
men  to  work  on  these  things  overtime?"  Struthers 
asked. 

"Well,  I  told  him  it  was  all  very  well  and  good  his 
working  on  those  diagrams,  but  that  we  couldn't  stop 
the  work  in  the  shops  to  begin  building  safety  devices. 
He  saw  the  point  and  asked  me  how  it  would  do  to 
have  the  men  make  them  after  hours.  That  has  al- 
ways been  a  sore  point  with  Hurley  and  me.  The  mat- 
ter came  up  some  time  ago.  We  couldn't  agree  on 


Health  Measures  101 

terms  at  the  time  so  I  decided  we'd  get  along  without 
overtime  work.  I  told  Hurley  about  that  and  I  rather 
believe  it  held  him  for  a  moment.  I  told  him  I'd  think 
it  over.  I  have.  Hurley  expects  me  to  decide  against 
him.  If  for  nothing  else  than  to  disappoint  him,  I'll 
let  him  know  the  beginning  of  next  week  that  he  can 
go  ahead  with  his  plans.  Until  then,  he  can  soothe 
his  troubled  spirits  by  railing  against  me  and  the  class 
he  insists  I  represent.  However,  those  were  mighty 
good  drawings  he  had." 

Struthers  looked  at  Hardwick  intently.  Hardwick 
met  his  gaze  without  flinching.  He  moistened  his  lips 
and  spoke. 

"You're  wondering  why  it  is  that  I  won't  tell  Hur- 
ley sooner  about  this  decision  of  mine.  I'll  tell  you. 
Because  he  dislikes  me,  and  believes  I  shall  not  do 
the  right  thing  by  him ;  because  he  feels  that  there  is 
something  I  am  hiding  from  him;  because  he  won't 
ask  me  in  an  outright  fashion  whether  or  not  I  intend 
to  let  him  do  the  work ;  because  it  gives  him  some 
satisfaction  to  feel  that  he  is  mistreated  and  down- 
trodden. Well,  let  him  feel  that  way  a  little  longer. 
Call  it  mulish  stubbornness  on  my  part  if  you  want 
to  but  that's  the  way  I  am  going  to  do  it.  Home  wasn't 
built  in  a  day,  you  know.  That's  a  trite  expression 
but  a  true  one.  Well,  you  won't  change  the  nature 
of  Hurley  or  me  in  a  day  either.  We'll  both  go  along 
doing  things  in  our  way.  Some  day,  perhaps,  we'll 


102  .Humanizing  Industry 

meet  on  more  equable  terms."  Hardwick  paused  to 
light  his  cigar.  "Now.  suppose  we  go  ahead  to  what 
you've  got  to  show  us." 

Struthers  drummed  on  his  chair  for  a  while,  then 
made  a  movement  toward  the  inside  pocket  of  his 
coat.  Before  he  removed  the  wrapper  from  the  mate- 
rial he  quietly  remarked : 

"You're  nothing  but  a  barking  old  dog,  Hardwick, 
but  the  Lord  certainly  gave  you  a  mighty  strong 
bark." 

Hardwick  either  did  not  hear  him  or  made  believe 
he  did  not. 

"You  said  you'd  speak  about  health  in  industry  to- 
night. Very  well,  go  ahead  and  tell  me  what's  being 
done  along  the  lines  in  which  you  think  me  so  sorely 
lacking." 

Struthers  settled  himself. 

"Hardwick,  have  you  ever  figured  out  how  much 
time  you  lose  in  men  failing  to  show  up  at  the  plant 
on  account  of  sickness?" 

"No,  I  never  have.  It's  impossible.  It  varies  so. 
But  I  know  that  a  good  deal  of  the  turnover  is  due 
to  that.  Also  that  the  production  would  reach  a  much 
higher  point  if  I  could  count  on  a  line  of  regular  at- 
tendance. However,  as  you  have  often  so  succinctly 
put  it,  men  are  human  beings  and  subject  to  human 
ailments.  You  are  not  planning  to  heal  physical 
human  ills  as  well  as  factory  evils,  are  you?" 


Health  Measures  103 

"No,  I  am  not  planning  anything;  but  don't  you 
think  it  would  be  a  wise  policy  to  keep  your  men  in 
good  health  ?"  Struthers  replied.  "Don't  you  think 
that  an  initial  outlay  in  doctor's  fees  and  health  im- 
provements would  eventually  pay  for  themselves  in 
better  attendance  and  higher  production,  not  to  speak 
of  a  better  spirit  among  the  men?  What  do  you 
say?" 

"Explain  more  fully.  Others  have  undoubtedly 
tried  it  out.  You  promised  to  try  to  inaugurate  no 
efficiency  measures  or  reforms  that  had  not  been  suc- 
cessfully experimented  with.  What  are  these  meas- 
ures and  what  have  they  done?" 

Struthers  began. 

• 

MEDICAL   SERVICE 

"One  of  the  health  measures  taken  up  by  a  vast 
number  of  establishments  is  the  constant  attendance 
of  a  corps  of  doctors  and  nurses  whose  business  it  is 
to  keep  the  employees  of  the  plants  in  a  healthy  con- 
dition. The  number  of  physicians  and  nurses  varies, 
of  course,  with  the  size  of  the  plant.  A  large  organ- 
ization like  the  Metropolitan  Life  Insurance  Com- 
pany, for  instance,  has  several  physicians  and  a  num- 
ber of  nurses.  A  plant  like  yours  could  without  doubt 
get  along  with  one  physician  and  one  nurse.  The  pri- 
mary object  is  to  have  a  trained  person  on  the  prem- 
ises in  case  of  an  emergency.  A  secondary  object  is 


IO4  Humanizing  Industry 

to  keep  the  healthy  employees  in  a  state  of  good  health. 
The  physician  and  the  assisting  corps  pay  for  them- 
selves according  to  the  Chinese  method  of  medical 
treatment.  That  is,  the  doctor  and  the  nurses  are 
paid  for  keeping  the  patients  well  rather  than  for 
curing  them.  Not  a  very  bad  method,  I  should  say. 

"One  of  the  first  tasks  of  these  medical  corps  is  to 
give  every  new  employee  a  complete  physical  examina- 
tion. The  purpose  of  this  is  two-fold.  First  of  all, 
it  bars  any  man  from  employment  who  has  an  in- 
fectious disease  that  he  might  spread  to  his  fellow 
workers ;  secondly,  it  fits  the  man  with  slight  ailments 
for  tasks  which  he  is  best  able  to  perform.  Take  the 
man  who  is  slightly  hard  of  hearing.  All  the  safety 
devices  that  you  might  install  would  be  of  no  use  to 
you  or  the  men  in  the  shops  if  he  were  placed  in  a 
position  where  in  an  emergency  he  could  not  hear  a 
hurried  command  or  warning.  Such  a  man  would  be 
of  no  value  at  an  electric  switch  where  an  instantane- 
ous turn  of  the  lever  might  mean  the  saving  of  many 
lives.  He  might,  however,  be  a  very  valuable  worker 
at  a  task  where  the  danger  is  reduced  to  a  minimum. 
The  examination  in  no  way  acts  as  a  bar  to  employ- 
ment but  serves  rather  to  place  the  right  man  in  the 
right  job. 

"Another  object  the  physical  examination  attains 
is  the  one  of  discovering  for  the  men  any  slight  ail- 
ments they  may  have  which  for  lack  of  care  might 
develop  into  serious  ones.  A  good  many  of  the  in- 


Health  Measures  105 

stitutions  employing  medical  help  for  their  employees 
attend  to  these  minor  illnesses  without  charge  to  the 
men,  considering  this  work  as  one  of  the  items  in 
overhead  expenses. 

"The  most  valuable  result  obtained  from  medical 
service  of  this  sort  is  immediate  attention  to  im- 
mediate needs,  thus  eliminating  two  evils  at  one  time, 
namely,  the  one  of  prolonged  absence  for  slight  ill- 
nesses or  accidents  and  the  development  of  serious 
results  by  lack  of  treatment  at  the  outset. 

"Among  the  best  work  done  in  this  particular  field 
is  that  of  the  Norton  Company  of  Massachusetts. 
The  physician  in  charge  has  outlined  a  course  of 
medical  education  and  activity  that  might  well  be 
followed  by  other  progressive  plants.  He  has  divided 
the  medical  problem  into  four  main  divisions.  First 
comes  the  physical  examination  of  all  employees ;  sec- 
ond, immediate  attention  of  all  defects  found  at  ex- 
amination; third,  reexamination  at  regular  inter- 
vals of  employees  who  have  physical  defects  of  any 
sort ;  and  fourth,  immediate  attention  to  all  employees 
incapacitated  by  injury  or  illness  with  a  view  toward 
getting  them  into  normal  condition  in  the  shortest 
possible  time. 

"The  results  obtained  in  that  plant  are  many. 
First  of  all  comes  the  elimination  of  those  practi- 
cally unfit  to  work.  The  saving  of  labor  turnover 
is  readily  appreciated  in  that.  Then  comes  the  point 
I  have  mentioned  before,  that  is,  the  placing  of  the 


IO6  Humanizing  Industry 

proper  man  in  the  proper  job  or  as  he  puts  it,  an  in- 
crease in  the  capacity  of  the  partially  unfit  by  slight 
changes  in  work,  introduction  of  medical  treatment, 
mode  of  life,  etc.  Third,  comes  the  gaining  of  an 
exact  knowledge  of  the  state  of  health  of  those  who 
may  become  partially  or  wholly  unfit  and  a  continued 
effort  to  keep  them  at  the  highest  possible  point  of 
well-being.  The  next  point  he  makes  in  tabulating 
his  results,  is  the  prevention  of  sickness  by  advice 
given  to  well  employees  and  by  immediate  attention 
to  slight  ailments.  This  is  followed  by  what  ought 
especially  to  appeal  to  men  who  lose  service  through 
occurrence  of  accidents,  that  is,  a  reduction  of  time 
of  recovery  from  injuries.  It  is  readily  understood 
that  wounds  and  abrasions  treated  at  once  heal  very 
much  more  quickly  than  those  allowed  to  draw  and 
fester.  The  elimination  of  what  is  commonly  called 
'blood-poisoning'  is  of  no  small  account  in  a  shop 
where  handling  of  metals  in  all  states  of  production  is 
necessary.  The  last  point  he  makes  as  one  of  the 
results  of  the  physical  examinations  is  the  control 
and  prevention  of  spreading  of  such  diseases  as 
tuberculosis,  syphilis  or  other  unhealthful  conditions 
that  are  either  infectious  or  contagious. 

"As  is  common  in  most  plants  where  a  medical 
department  has  been  installed,  this  company  has  a 
special  room  equipped  in  a  manner  to  meet  examin- 
ing as  well  as  treatment  needs.  The  doctor  gives 
about  three  hours'  service  every  day.  During  his 


Health  Measures  107 

morning  attendance  he  examines  all  sick  employees 
applying  for  treatment.  If  the  illness  is  slight,  he 
prescribes  for  them ;  if  it  is  serious  enough  for  them 
to  stop  work,  he  advises  them  to  call  in  a  physician. 
The  point  there  is,  that  the  firm  does  not  superimpose 
its  physician  upon  the  men  in  cases  where  cessation 
of  work  is  entailed.  The  man  chooses  his  own  doctor 
under  those  conditions.  Most  of  the  afternoon  is 
devoted  to  making  physical  examinations.  . 

"Once  a  week  for  a  period  of  ten  weeks,  the  physi- 
cian calls  in  all  the  foremen  of  the  various  depart- 
ments and  gives  them  a  thirty-minute  talk  on  the 
treatment  of  accidents  such  as  might  happen  within 
the  confines  of  the  plant.  It  is  readily  understood 
that  in  spite  of  all  the  measures  taken  to  insure  the 
safety  of  the  men,  accidents  of  some  sort  are  bound 
to  occur.  In  a  chart  worked  out  by  the  steel  industry 
it  was  shown  that  over  forty-four  per  cent,  of  acci- 
dents in  the  plants  occurred  in  those  branches  of  work 
coming  under  hand  labor,  that  is,  where  the  worker 
used  a  hand  tool  and  not  a  machine.  These  hand 
labor  accidents  are  naturally  due  to  carelessness  or 
lack  of  foresight  of  some  kind.  A  man  in  driving  a 
hammer  has  his  attention  distracted  while  the  ham- 
mer is  in  the  act  of  striking  and  smashes  his  thumb 
or  his  finger.  Or  else,  sudden  blurring  of  sight  might 
make  a  man  injure  himself  in  spite  of  the  greatest 
care  he  may  have  taken  to  avoid  an  accident  of  this 
nature.  The  lectures  given  to  the  foremen  enable 


108  Humanizing  Industry 

them  to  give  first  aid  treatment  during  the  absence 
of  the  physician.  Instruction  is  given  them  in  the 
treatment  of  hemorrhage,  burns  and  bruises,  lacera- 
tions and  cuts,  sprains,  infections,  fractures  and  dis- 
locations, resuscitation  from  gas,  fainting,  etc.  The 
talks  are  given  in  simple  language  and  are  illustrated 
by  blackboard  drawings  and  actual  demonstrations 
such  as  putting  on  bandages,  splints,  tying  tourni- 
quets and  other  simple  emergency  measures.  Each 
foreman  is  provided  with  a  simple  first  aid  equipment 
service. 

"Before  the  medical  department  became  a  fixture 
in  the  plant  a  sick  employee  could  go  home  no  matter 
how  slight  the  ailment  or  how  simple  the  treatment 
to  cure  it.  To-day  he  is  sent  to  the  doctor,  who  im- 
mediately prescribes  for  him  and  in  nine  cases  out 
of  ten  makes  it  possible  for  the  man  to  return  to  his 
bench  within  a  short  time.  The  saving  both  to  him- 
self and  his  employer  is  readily  understood. 

"Various  department  stores  all  over  the  country 
have  established  a  similar  type  of  medical  depart- 
ment. Lord  and  Taylor,  and  Altman's  in  New  York, 
John  Wanamaker  in  Philadelphia,  Filene's  in  Boston, 
Marshall  Field  in  Chicago  stand  in  the  fore  of  the 
work  in  this  field.  There  are  many  others,  besides. 

"The  Republic  Eubber  Company  in  Youngstown, 
Ohio,  maintains  a  complete  emergency  hospital  at 
its  plants  in  charge  of  a  physician  and  three  graduate 
nurses  where  employees  and  their  families  may  get 


Health  Measures  109 

free  medical  advice.  It  would  be  impossible  to  give 
all  the  instances  where  this  milestone  in  industrial 
welfare  work  has  been  passed. 

DENTAL  CLINIC 

"Not  a  few  organizations  have  installed,  together 
with  a  medical  service  equipment,  a  dental  and 
optical  service  equipment.  The  Metropolitan  Life 
Insurance  Company  is  one  of  these.  One  of  the  fea- 
tures of  the  dental  clinic  is  the  free  cleaning  of  the 
teeth  of  the  employees  twice  a  year.  Emergency  cases 
are  treated  without  charge.  Examinations  and  ad- 
vice are  given  without  charge.  The  treatment  of  all 
improper  mouth  conditions  in  an  establishment  of 
that  size  is  beyond  the  question,  but  a  definite  effort 
is  made  to  instruct  the  men  and  women  employed  in 
the  need  of  proper  care  of  the  mouth. 

OPTICAL  CLINIC 

"The  optical  clinic  is  open  to  the  employees  every 
afternoon.  In  addition  to  the  oculist  regularly  em- 
ployed by  the  firm,  there  is  an  optician  in  attendance 
part  of  the  time  whose  work  is  limited  to  fitting  and 
adjusting  glasses.  Glasses  and  repairs  are  made  at 
greatly  reduced  rates. 

TUBERCULOSIS  SANATORIA 

"While  speaking  about  the  work  of  this  organiza- 
tion it  may  interest  you  to  know  about  their  work 


HO  Humanizing  Industry 

with  their  tubercular  employees.  As  far  back  as  1909 
the  company  felt  that  the  treatment  of  its  tubercular 
employees  was  a  subject  deserving  especial  attention. 
Up  to  that  time,  the  management  of  the  organization 
had  made  special  provision  for  the  men  and  women  so 
afflicted  by  sending  them  out  to  various  sanatoria. 
To  deal  most  efficiently  with  the  problem,  they  de- 
cided to  build  a  model  sanatorium  of  their  own  in  a 
proper  location. 

"With  this  thought  in  mind,  the  company  made  ap- 
plication to  the  Superintendent  of  Insurance  of  New 
York  State  for  permission  to  purchase  real  estate  on 
which  to  erect  a  group  of  buildings.  This  permission 
was  necessary  as,  under  the  New  York  laws,  no  in- 
surance company  may  own  real  estate  excepting  that 
which  is  necessary  for  the  accommodation  of  its  busi- 
ness. The  Superintendent  of  Insurance  felt  that  he 
had  no  legal  right  to  grant  the  necessary  permission. 
It  was  agreed  to  take  the  case  into  court  in  order  to 
get  an  amicable  and  legal  settlement  of  the  question. 
This  was  done  and  the  Appellate  Division  of  the  Su- 
preme Court  of  the  State  of  New  York  decided  that 
it  was  not  only  the  right  but  the  duty  of  directors 
of  corporations  to  take  reasonable  care  of  their  em- 
ployees." 

Struthers  pulled  a  sheet  of  paper  from  out  his 
pocket. 

"Here  is  a  part  of  that  decision.  Ill  read  it  aloud 
to  you."  He  read: 


Health  Measures  ill 

"The  duties  of  the  employer  to  the  employee  have 
been  enlarged  in  recent  years  and  are  not  merely  that 
of  the  purchaser  of  the  employee's  time  and  service 
for  money.  The  enlightened  spirit  of  the  age,  based 
upon  the  experience  of  the  past,  has  thrown  upon  the 
employer  other  duties  which  involve  a  proper  regard 
for  the  comfort,  health,  safety  and  well-being  of  the 
employee.  It  is  well  within  the  corporate  power  to 
assume,  as  it  has  done,  the  care  and  treatment  of  sucli 
of  its  employees  as  are  afflicted  with  tuberculsosis. 
And  unless  it  is  shown  to  be  wasteful  of  the  company's 
money  and  unproductive  of  beneficial  results,  the 
practice  may  stand  as  well  within  the  scope  of  its 
business.  The  reasonable  care  of  its  employees,  ac- 
cording to  the  enlightened  sentiment  of  the  age  and 
community,  is  a  duty  resting  upon  it  and  the  proper 
discharge  of  that  duty  is  merely  transacting  the  busi- 
ness of  that  corporation." 

Struthers  had  lowered  his  voice  as  he  slowly  read 
the  last  sentence.  He  paused  for  a  few  seconds  after 
he  had  finished,  then  repeated  it: 

"The  reasonable  care  of  its  employees,  according  to 
the  enlightened  sentiment  of  the  age  and  community, 
is  a  duty  resting  upon  it — the  corporation — and  the 
proper  discharge  of  that  duty^is  merely  transacting 
the  business  of  the  corporation."  He  lifted  his  eyes 
to  Hardwick.  "Not  so  bad,  that  sentiment,  is  it,  as 
an  expression  of  cold,  emotionless  law." 

"No,  not  so  bad,  but  you  will  notice  it  says  the 


112  Humanizing  Industry 

'reasonable  care'  of  its  employees.  Where  does  reason 
end  and  mollycoddling  emotion  begin,  there's  the 
question?" 

Struthers  quoted  again. 

"  'According  to  the  enlightened  sentiment  of  the 
age  and  community.'  That  ought  to  answer  your 
question.  And  the  enlightened  sentiment  of  the  age 
and  community  is  interpreted  by  those  in  the  van  of 
progressive  movements  of  every  sort.  You  will  admit 
that," 

"Those  in  the  van  may  be  experimenting  with 
dynamite.  It  is  those  in  the  middle  ranks  who  are 
representative  of  the  progress  and  growth  of  a  na- 
tion or  a  community,"  Hardwick  retorted. 

"True,  when  those  in  the  van  are  experimenters 
only.  But  when  they  are  hard-headed,  conservative 
business  men  who  are  making  a  success  of  their 
careers,  then  the  vanguard  is  something  more  than  a 
hit-and-miss  experiment  station  of  wild  theorists." 

"Very  well,  "go  ahead.  We'll  leave  discussion  for 
some  other  time.  What  more  are  these  industrial 
torch-bearers  of  yours  doing  to  insure  the  health  of 
their  employees?  And,  by  the  way,  was  that  sanato- 
rium built  or  did  they  think  the  decision  of  the  court 
was  sufficient  glory  and  let  the  matter  rest  there?" 

Struthers  smiled. 

"I'll  answer  the  last  question  first.  The  sanatorium 
was  built.  A  plot  of  ground  of  four  hundred  and 
twenty  acres,  ideally  located  in  the  Adirondack  Moun- 


Health  Measures  113 

tains,  twelve  hundred  feet  above  sea-level,  was  bought 
and  in  1913,  the  buildings,  model  in  every  respect, 
were  ready  to  receive  their  first  patients.  These  were 
the  employees  of  the  company. 

"Now  as  to  the  first  question.  You  have  doubtless 
heard  of  the  work  carried  on  by  the  National  Indus- 
trial Conference  Board.  This  board  is  a  cooperative 
body  composed  of  representatives  of  national  indus- 
trial associations  and  organized  to  provide  a  clearing 
house  of  information  and  a  machinery  for  cooperative 
action  on  matters  that  vitally  affect  the  industrial 
development  of  the  nation.  The  American  Cotton 
Manufacturers  Association  is  represented  on  the 
board,  so  is  the  National  Metal  Trades  Association, 
so  is  the  National  Boot  and  Shoe  Manufacturers  As- 
sociation, so  are  the  cotton  people,  the  wool  people, 
the  railway-car  people,  the  paper  and  pulp  people 
and  a  good  many  others.  From  time  to  time  they 
carry  on  industrial  investigations  and  experiments 
among  the  manufacturers  represented  on  their  board 
with  the  end  in  view  of  getting  the  best  information 
and  results  on  problems  that  require  a  wide  basis  of 
experimentation. 

"Perhaps  the  most  interesting  of  their  investiga- 
tions was  the  one  involving  the  problem  of  fatigue  in 
industry.  I  am  telling  you  this,  you  understand,  to 
show  you  that  those  questions  are  not  merely  theoreti- 
cal, based  on  hypothetical  conditions.  Sane  Ameri- 
can business  men  have  given  them  thought  and  atten- 


114  Humanizing  Industry 

tion  because  they  appreciated  that  they  had  a  definite 
bearing  on  their  production. 


REST  PERIODS 

"Three  hundred  and  eighty-eight  employers  who 
had  inaugurated  a  system  of  rest  periods  were  asked 
to  report  what  effect  these  rest  periods  had  upon  the 
output  of  tjie  plant.  In  the  large  majority  of  in- 
stances, the  reports  tended  to  prove  that  the  work 
was  more  efficiently  and  more  quickly  done  where 
rest  periods  were  provided.  An  instance  where  rest 
periods  increased  the  output  of  work  of  a  monotonous 
character  which  at  the  same  time  required  concen- 
trated attention  was  that  of  a  New  England  cloth 
finishing  house.  The  findings  of  the  investigators  of 
that  factory  were  unique.  Let  me  read  them  to  you 
as  they  were  given. 

*  "  'The  first  process  at  which  women  are  employed 
is  that  of  keeping  cloth  running  evenly  through  a 
tentering  machine.  The  machine  holds  on  tenter 
hooks — the  hooks  of  the  metaphorical  reference — the 
damp  cloth  brought  from  the  process  of  bleaching  and 
rolls  it  through  evenly  into  a  drier,  where  it  slips  off. 
There  are  two  kinds  of  tentering  machines.  At  one 
kind  two  girls  sit,  each  watching  an  edge  of  the  cloth 
and  keeping  it  straight  on  the  tenter  hooks,  so  it  will 
feed  evenly.  The  newer  machines  run  in  such  a  man- 
ner that  one  girl,  who  may  either  stand  or  sit,  can 
watch  both  edges.  .  .  . 

"The  tentering  machines  used  to  run  slowly.    This 

*  Clark,  S.  E.,  and  Edith  Wyatt:    "Making  Both  Ends  Meet." 


Health  Measures  115 

slowness  enhanced  the  natural  monotony  and  weari- 
sorneness  of  the  work.  The  girls  used  to  receive  wages 
of  $6  a  week,  and  to  rest  three-quarters  of  an  hour  in 
the  morning  and  three-quarters  of  an  hour  in  the 
afternoon,  with  the  same  period  for  dinner  at  noon  in 
the  middle  of  a  ten-and-one-half  hour  day.  After 
scientific  management  was  introduced,  the  girls  sat 
at  the  machine  only  an  hour  and  twenty  minutes  at 
a  time.  They  then  had  a  twenty-minute  rest,  and 
these  intervals  of  work  and  rest  were  continued 
throughout  the  day  by  an  arrangement  of  spelling 
with  "spare  hands."  The  machines  were  run  at  a  more 
rapid  rate  than  before.  The  girl's  task  was  set  at 
watching  32,000  yards  in  a  day;  and  if  she  achieved 
the  bonus,  as  she  did  without  any  difficulty,  she  could 
earn  $9  a  week.  The  output  of  the  tentering  ma- 
chines was  increased  about  sixty  per  cent.  .  .  .'" 


"Another  interesting  report  on  this  subject/' 
Struthers  said,  looking  up,  "was  made  by  the  super- 
intendent of  the  rag  room  in  a  vulcanized  fiber  fac- 
tory who  also  observed  that  there  was  an  actual  in- 
crease in  production  following  the  rest  period.  The 
same  observation  was  made  by  the  general  manager 
of  a  typewriter  factory.  A  thorough  study  of  rate  of 
production  had  been  made  by  this  man  and  his  report 
ran  to  the  effect  that  following  upon  the  rest  periods 
the  speed  of  the  operators  had  increased  sixteen  per 
cent,  over  the  normal  rate.  The  technical  term  for 
this  increase  following  upon  a  rest  period  or  work 
incentive  of  any  sort  is  called  a  'spurt.'  An  employ- 
ment manager  in  one  of  the  factories  where  the  rest 


Il6  Humanizing  Industry 

periods  were  inaugurated  reported  that  'spurt  fol- 
lows and  continues  until  closing  time.' 

"The  prevailing  practice  among  the  establishments 
reporting  for  the  investigation  made  by  the  National 
Industrial  Conference  Board  was  to  provide  one  rest 
period  in  the  morning  and  one  in  the  afternoon.  Ten 
minutes  was  the  usual  amount  of  time  allowed,  al- 
though in  some  instances  it  was  fifteen.  The  main  ob- 
ject arrived  at  in  every  instance  is  to  secure  real  re- 
cuperation from  fatigue,  at  the  same  time  not  allow- 
ing the  period  to  grow  long  enough  to  interfere  with 
the  speed  obtained  by  making  the  movements  me- 
chanical. A  pause  of  from  five  to  fifteen  minutes  is 
generally  conceded  to  be  the  most  valuable. 

"The  point  has  been  made  by  a  great  many  indus- 
trial experts  that  little  value  can  come  from  a  rest 
period  spent  in  the  devitalized  air  of  a  shop  or  fac- 
tory. That  point  loses  in  force  when  it  is  taken  into 
consideration  that  in  most  of  the  factories  where  the 
rest  period  has  been  inaugurated,  the  men  and  women 
leave  the  room  and  allow  the  air  in  the  room  to  be 
changed.  Where  suitable  rest  room  facilities  are 
lacking  an  effort  is  made  to  induce  the  employees  to 
go  out  into  the  open  air.  Where  the  employer,  how- 
ever, has  been  far-sighted  enough  to  consider  the 
value  of  such  recesses,  he  has  also  been  progressive 
enough  to  provide  rest  rooms  or  recreation  rooms  of 
some  sort  Most  of  the  department  stores  all  over 
the  country  have  provided  these.  I  know  that  all  of 


Health  Measures  117 

them  in  New  York  City  have  them.  So  have  the  Tele- 
phone Companies,  so  indeed  have  most  of  the  indus- 
trial establishments  which  have  any  large  number 
of  women  working  for  them. 

"As  a  relief  from  cramped  positions,  calisthenics 
or  setting-up  exercises  have  been  introduced  by 
numerous  plants.  Sometimes  a  paid  supervisor  con- 
ducts this  work ;  where  there  is  an  attendant  nurse  on 
the  premises,  it  is  very  easy  for  her  to  do  it.  A 
hosiery  factory  reported  the  most  elaborate  arrange- 
ments for  spending  the  morning  and  afternoon  rest 
periods.  In  the  forenoon,  the  recess  is  spent  in  setting- 
up  drills,  dancing,  games  and  singing;  in  the  after- 
noon talks  were  given  on  current  events.  Personally 
I  believe  that  studied  arrangements  of  this  sort  are 
not  necessary  and  that  the  men  and  women  will  find 
their  rest  and  recreation  in  their  own  way. 

"In  numerous  cases,  it  was  found  that  rest  periods 
were  granted  for  reasons  other  than  fatigue  resulting 
from  the  monotonous  or  nerve-wearing  nature  of  the 
work.  In  one  of  the  foundries,  it  was  found,  for 
instance,  that  at  almost  any  time  between  eight  and 
eleven  o'clock  in  the  morning  the  men  knocked  off 
of  their  own  account  in  order  to  take  a  bite  at  their 
lunches.  The  foreman  decided  that  it  would  be  vastly 
more  profitable  to  have  all  the  men  stop  work  for  a 
short  period  at  the  same  time.  A  rest  period  of  ten 
minutes  was  allowed  them  in  which  they  could  eat 
their  mid-morning  lunch  at  leisure  and  without  fear 


1 1 8  Humanizing  Industry 

of  reprimand.  The  resulting  saving  in  time  and  in- 
crease of  production  due  to  the  'spurf  gained  by  the 
physical  and  mental  relaxation  was  found  to  be  highly 
valuable. 

"Still  other  employers  introduced  definite  rest 
periods  in  order  to  diminish  loss  of  time  resulting 
from  unregulated  pauses.  Two  definite  ends  were 
gained  by  this :  first,  lost  time  due  to  fatigue  with  its 
consequent  falling  away  from  maximum  production 
was  minimized,  and  second,  the  inevitable  tendency 
toward  laxity  in  discipline  due  to  undefined  rest 
periods  was  overcome. 

"In  operations  where  the  attendance  of  a  group  of 
people  working  in  unison  is  necessary,  the  rest  periods 
have  been  of  especial  value.  The  absence  of  one 
worker  naturally  holds  up  the  production  rate  of  the 
entire  group.  Where  the  men  and  women  can  look 
forward  to  a  definite  period  of  relaxation,  the  ten- 
dency to  leave  the  group  is  perceptibly  lessened. 

"Rest  periods  are  not,  however,  the  only  solution 
in  eliminating  the  question  of  fatigue  in  industry. 
The  problem  of  ventilation  enters  greatly  into  the 
subject;  so  does  the  one  of  proper  equipment.  The 
Telephone  Companies  have  given  much  thought  to  this 
subject.  The  operators'  chairs  are  of  a  type  and  con- 
struction as  to  throw  the  weight  of  the  body  into  the 
most  comfortable  working  position.  The  adjustment 
of  these  chairs  is  carefully  loked  after,  it  being  the 
duty  of  each  division  supervisor  to  see  that  her  opera- 


Health  Measures  119 

tors  are  comfortably  seated.  The  Underwood  Type- 
writing Company  is  another  establishment  that  has 
made  a  careful  study  of  chairs  and  back  rests. 

"A  frequent  substitute  for  rest  periods  is  an  ar- 
rangement of  work  wrhich  enforces  change  of  position 
at  regular  intervals.  It  is  working  on  the  fatigue- 
lessening  possibilities  of  this  theory  that  the  Tele- 
phone Companies  besides  allowing  their  workers  two 
rest  periods,  also  allow  them  to  stand  at  their  work 
several  times  during  the  day.  The  manager  of  a 
clothing-shop  reported  a  similar  system  in  his  plant. 
The  work  is  so  arranged  that  the  machine  operators, 
most  of  whom  are  women,  have  to  leave  their  tables 
on  an  average  of  four  times  an  hour  for  the  purpose 
of  checking  time  slips,  procuring  new  work  and  turn- 
ing in  finished  work.  This  time  taken  by  these 
changes  amounts  to  about  thirty  minutes  during  an 
eight-hour  day.  It  was  found  that  in  this  plant,  this 
method  of  counter-acting  the  danger  of  over-fatigue 
was  more  valuable  than  having  fixed  rest  periods  at 
stated  intervals. 

"This  question  of  fatigue  in  industry  has  been  given 
serious  study  by  eminent  educators  as  well  as  by -men 
personally  interested  in  industry.  Certain  definite 
strides  are  being  constantly  taken  to  show  that  the 
worker  can  go  just  so  far  and  no  further  and  that  the 
highest  amount  of  production  can  be  gained  only 
when  conditions  are  such  as  to  take  into  considera- 
tion his  physical  well-being  and  the  need  of  relax- 


120  Humanizing  Industry 

ation.  Curves  are  being  scientifically  plotted  to  show 
that  there  are  certain  periods  during  the  day  as  well 
as  during  the  week,  month  and  year  when  the  powers 
of  the  worker,  no  matter  of  what  type,  are  at  an  ebb. 
It  is  the  wise  employer  who  applies  the  results  of 
this  type  of  investigation  to  the  conditions  in  his 
own  plant.  These  questions  of  rest,  change,  light, 
heat,  ventilation,  seem  self-evident  on  the  face  of  the 
matter  but  the  fact  remains,  nevertheless,  that  men 
of  apparent  ability  and  education  seem  for  some  rea- 
son or  other  to  be  blind  to  their  importance  when 
applied  to  industry.  In  their  desire  to  stimulate  pro- 
duction they  lose  sight  of  the  means  of  stimulation." 

Struthers  stopped.  Hardwick  lifted  his  eyes  ques- 
tioningly. 

"Is  that  all  you  have  got  to  say  about  the  matter 
of  health  in  industry  or  rather  is  that  all  that  has 
been  done  to  insure  health  in  industry?"  he  asked. 
"This  is  all  very  interesting.  I  didn?t  imagine  so 
much  thought,  scientific  thought,  had  been  given  to 
the  subject." 

Struthers  smiled. 

"I  know.  Therein  lies  the  hope  of  the  future.  Let- 
ting men  of  your  type  know  what  is  being  done  and 
then  hoping  that  they  will  be  inspired  to  use  that 
knowledge  to  the  advantage  of  their  men.  In  the  long 
run,  this  means  to  their  own  advantage.  You  ask 
whether  that  is  all  that  has  been  done  along  lines  of 
health?  By  no  means.  It  would  take  a  good  many 


Health  Measures  121 

more  evenings  to  go  into  every  detail  that  has  been 
adopted.  All  I  am  trying  to  do  is  to  give  you  a  gen- 
eral idea  of  the  trend  of  industrial  progress.  Restau- 
rants have  been  installed,  in  some  instances  meals 
are  given  for  nothing,  in  a  good  many  others  they 
are  sold  at  cost  price.  The  Metropolitan  Life  In* 
surance  Company  is  an  example  of  the  first  type ;  the 
Endicott  Shoe  Company  of  Massachusetts,  the  Joseph 
and  Feiss  Company  of  Cleveland,  The  General  Elec< 
trie  Company  with  plants  in  several  states,  the 
Jeffrey  Manufacturing  Company  of  Columbus,  Ohio, 
the  Altman  Department  Store  in  New  York  and  a 
vast  number  of  others  are  instances  of  the  second. 

RESTAURANTS 

"The  work  of  the  Metropolitan  Life  Insurance 
Company  deserves  special  attention.  Of  such  high 
standard  are  the  meals  that  it  is  not  unusual  for  the 
managers  of  the  different  departments  to  come  to  the 
company  dining-room  at  luncheon  time.  Thousands 
of  workers  are  fed  there  daily.  When  a  clerk  is  em- 
ployed, a  seat  in  the  luncheon  room  is  assigned  him 
and  a  luncheon  ticket  is  supplied  him.  On  this  is 
printed  the  name  of  the  individual,  the  division  and 
section  of  employment,  the  hour  of  luncheon — either 
12  or  1  o'clock — the  number  of  the  table  and  his  par- 
ticular seat  at  the  table.  The  card  has  blank  spaces 
for  non-fast  days  and  for  fast  days  on  which  the  clerk 


r 

122  Humanizing  Industry 

indicates  whether,  for  instance,  he  or  she  wants  meat 
or  fish  on  Fridays;  where  meat  or  .crackers  and 
milk  with  dessert  is  desired  generally  for  luncheon; 
whether  tea,  coffee,  milk  or  buttermilk  is  wanted  as 
a  drink.  The  dining-room  is  divided  into  sections  and 
each  section  is  served  from  a  separate  pantry.  There 
are  seven  pantries.  Each  waitress  serves  twenty-two 
or  twenty-four  individuals.  The  cards  when  filled  out 
are  all  turned  into  the  Commissary  Department  where 
they  are  grouped  according  to  the  section  served  by 
individual  waitresses  and  the  information  on  these 
cards  is  transferred  to  a  little  book  which  each  wears 
attached  to  a  chain  at  her  belt.  Reference  to  this 
shows  her  the  number  of  portions  of  each  part  of 
the  luncheon  she  is  to  serve  and  to  which  seats  they 
go.  So  that  there  may  be  no  confusion,  the  cards 
held  and  filled  out  by  the  clerks  having  luncheon  at 
12  o'clock  are  plain  white,  while  those  having  luncheon 
at  1  o'clock  have  a  red  line  printed  across  them.  If 
a  clerk  wants  to  change  the  general  character  of  his 
luncheon  at  any  time,  he  may  do  so  by  simply  giving 
notice  on  a  duplicate  card.  During  vacation  time 
when  perhaps  two  or  three  hundred  clerks  are  away 
at  one  time,  notice  of  proposed  absence  is  sent  by  di- 
vision heads  to  the  commissary  and  at  the  end  of  each 
week  he  makes  deductions  from  the  number  of  por- 
tions of  each  article  of  diet,  thus  preventing  waste. 
From  the  waitress's  book  of  records,  a  transfer  is 
made  to  a  separate  sheet  kept  in  the  commissary  de- 


Health  Measures  123 

partment  which  insures  his  knowledge  of  the  total 
number  of  meals  to  be  served  each  day.  A  copy  of 
this  record  is  sent  to  the  pantry  man,  the  chef,  the 
head  baker  and  the  storekeeper. 

"More  than  half  the  clerks  want  ice-cream.  All  of 
them  want  some  dessert.  Accordingly  there  is  posted 
in  the  luncheon  rooms  each  day  the  choice  of  desserts 
for  the  next  day  and  on  each  table  there  are  blank 
forms  which  are  essentially  table  diagrams  on  which 
each  individual  indicates  whether  or  not  he  wants  ice- 
cream on  the  day  following.  Within  ten  minutes 
after  the  dining-room  has  been  cleared  an  adding  ma- 
chine has  indicated  to  the  commissary  chief  the  num- 
ber of  portions  of  ice-cream  to  be  served  the  next  day. 
Those  who  do  not  want  the  ice-cream  get  the  alterna- 
tive. This  is  usually  pie.  This  check  up  on  the  num- 
ber of  portions  of  ice-cream  also  serves  as  an  indica- 
tion of  the  total  number  of  meals  to  be  served  on  the 
day  following.  Since  the  attendance  at  the  dining- 
room  is  not  compulsory,  a  check  of  some  sort  is  neces- 
sary to  gauge  the  amount  of  food  to  be  cooked. 

"I  was  very  much  interested  in  discovering  whether 
the  salaries  of  this  company  were  by  reason  of  this 
free  luncheon  system  any  lower  than  those  of  the 
other  insurance  companies." 

Hardwick  bent  forward  with  interest. 

"Well,"  he  asked,  "aren't  they?  Surely  there  is 
some  nigger  in  that  woodpile." 

Struthers  laughed. 


124  Humanizing  Industry 

"Funny,  Hardwick,  that  you  should  have  used  that 
expression.  I  heard  Hurley  use  it  in  reference  to 
something  very  much  along  the  same  line  of  thought. 
No,  there  is  no  nigger  in  that  woodpile.  The  salaries 
are  on  a  par  with  those  given  by  other  insurance  com- 
panies. The  only  nigger  I  could  discover  was  an 
honest  desire  on  the  part  of  the  company  to  make 
their  employees  satisfied  with  their  working  condi- 
tions. I'll  have  some  more  to  say  on  that  subject 
later  on.  What  I  have  told  you  will  give  you  some 
idea  of  the  work  done  with  clerical  forces.  Let  me 
give  you  an  illustration  how  this  luncheon  service 
Works  out  with  the  type  of  men  that  you  employ. 

"The  General  Electric  Company  at  Schenectady  is 
as  good  an  example  as  any.  About  3,500  meals  are 
served  daily  at  a  nominal  cost.  Some  of  these  meals 
are  breakfasts,  some  midnight  lunches,  some  suppers 
and  some  midday  lunches.  Until  recently  they  had 
a  waitress  system,  but  this  has  been  changed  to  the 
more  efficient  self -serve  system  whereby  each  employee 
helps  himself  as  he  passes  the  trays  of  food.  Promptly 
upon  the  blowing  of  the  whistle  at  noon,  for  instance, 
four  lines  of  men  form  in  front  of  four  cash  registers 
to  purchase  their  luncheon  tickets.  After  they  get 
their  tickets,  they  form  in  line  at  four  belt  conveyers 
or  moving  counters  which  carry  the  aluminum  trays 
on  which  the  men  place  their  luncheons.  The  belts 
travel  at  the  rate  of  sixty -five  feet  a  minute  and  allow 
fifteen  seconds  for  the  man  to  select  his  food.  Fifteen 


Health  Measures  125 

seconds  may  sound  like  a  very  short  space  of  time, 
but  if  you  have  ever  been  in  a  cafeteria  you  will  ap- 
preciate that  it  is  quite  sufficient  in  which  to  make 
your  choice.  The  man  follows  his  tray  which  rests 
on  the  conveyer  and  helps  himself  to  either  meat  or 
fish,  then  potatoes,  tomatoes,  pudding  or  pie  and  milk 
or  coffee.  All  of  these  things  are  ready  for  him  on 
a  hot  steam  table  which  stands  parallel  to  the  belt 
conveyers.  By  the  time  he  has  his  complete  luncheon 
placed  on  his  tray  he  is  within  five  or  six  feet  of  the 
end  of  the  belt,  where  a  checker  sees  that  the  amount 
of  his  pay  check  tallies  with  his  meal.  After  removing 
his  tray  from  the  belt  the  man  takes  it  to  his  seat. 
Tickets  are  sold  only  to  capacity,  so  that  every  man 
is  assured  of  a  place  where  he  can  sit  down  to  eat. 
The  dining-room  is  cleared  at  short  periods  and  new 
shifts  of  men  pour  in. 

"The  Underwood  Typewriting  Company  has  still 
another  system  of  providing  food  to  those  employees 
wTho  wish  to  take  advantage  of  their  luncheon  serv- 
ice. The  employees  buy  one  dollar's  worth  of  two  and 
a  half  cent  stamps  which  have  been  especially  printed 
for  this  purpose.  Every  department  has  two  boxes 
within  easy  reach  of  the  employees.  One  of  the  boxes 
contains  the  menu  for  the  day;  the  other  serves  as  a 
receptacle  for  signed  and  stamped  menus.  The  em- 
ployees who  expect  to  eat  in  the  dining-room  select 
their  meals  on  the  menu  by  checking  those  dishes  they 
desire,  add  up  the  total  and  paste  the  necessary  num- 


126  Humanizing  Industry 

ber  of  gummed  stamps  in  the  blank  space  left  for 
them.  The  menu  is  signed  and  deposited  in  the  sec- 
ond box.  At  nine  o'clock  the  orders  are  collected  and 
the  food  prepared  according  to  the  number  of  cards 
received.  In  inclement  weather  special  distributions 
of  menus  are  made  at  eleven  o'clock  in  the  forenoon. 

"The  average  cost  of  the  luncheons  in  every  case 
where  the  plant  makes  provision  for  them  is  far  be- 
low the  level  of  that  of  ordinary  restaurants  or  even 
of  meals  served  at  home.  The  Joseph  and  Feiss  peo- 
ple, for  instance,  have  box  lunches  consisting  of  two 
sandwiches,  a  relish,  pie  and  fruit,  which  cost  only 
ten  cents. 

"The  average  cost  of  luncheons  at  the  Mechanical 
Rubber  Company  of  Cleveland  is  eighteen  cents.  The 
same  average  holds  true  of  the  Cleveland  Foundry 
Company. 

"This  method  of  providing  luncheons  for  employees 
at  a  nominal  cost  has  been  adopted  by  hundreds  of 
establishments.  The  value  of  such  a  system  in  rela- 
tion to  the  efficiency  of  the  plant  is  readily  under- 
stood. Take  a  man  like  this  Larry  boy  who  suffered 
the  accident  last  week.  I  don't  know  what  his  wages 
are,  but  being  an  apprentice,  I  can  readily  imagine 
that  they  are  not  very  high.'  He  supports  his  mother 
on  them.  That  makes  it  doubly  hard.  Under  an  ideal 
system  of  society,  his  mother  would,  of  course,  not  be 
a  burden  to  him.  There  would  be  some  way  in  which 
she  would  be  provided  for.  By  the  way,  was  Larry's 


Health  Measures  127 

father  an  employee  of  yours?  He  was.  Well,  we'll 
discuss  that  later.  To  go  on,  however.  We  are  not 
living  under  an  ideal  state  of  society  and  this  young- 
ster feels  it  incumbent  upon  him  to  economize  in 
every  way  to  make  ends  meet.  With  an  ignorant  sense 
of  perspective  and  a  lack  of  appreciation  of  values 
and  proportion,  he  stints  himself  on  his  meals.  That 
is  not  pure  imagining  on  my  part.  You  would  be  sur- 
prised to  know  to  what  an  extent  the  second  meal  in 
the  day  is  either  eliminated  or  cut  down.  The  natural 
reaction  on  this  is  decreased  vitality  which  means  de- 
creased or  lower  production  for  the  afternoon's  work. 
The  same  holds  true  for  the  man  who  comes  to  work 
on  an  unwholesome  or  deficient  breakfast. 

"The  time  of  eating  on  a  hit-and-miss  basis  is  past. 
Scientific  research  has  proven  that  the  healthy  man 
needs  a  certain  number  of  calories  of  food  to  continue 
healthy.  What's  more,  those  calories  cannot  consist 
of  potatoes  alone  or  bread  alone.  They  must  be  judi- 
ciously mixed  so  that  all  of  his  fibers  and  tissues  get 
the  proper  proportion  of  nourishment.  You  may  say 
that  you  are  not  a  food  expert  and  that  it's  not  up  to 
you  to  prescribe  a  diet  for  your  workers.  Very  true. 
But  if  you  want  to  consider  yourself  an  expert  in  the 
work  you  are  doing  you  will  have  to  appreciate  the 
fact  that  the  amount  and  kind  of  food  your  employees 
eat  have  a  definite  bearing  on  the  amount  and  kind  of 
work  they  turn  out." 

Hardwick  interrupted  with  a  question. 


128  Humanizing  Industry 

"What  would  you  have  me  do?  Go  into  the  home  of 
every  one  of  my  employees  and  find  out  whether  he 
eats  the  proper  food  at  the  proper  time  and,  if  he 
doesn't,  take  him  with  me  and  feed  him  at  the  plant?'' 

"No,  by  all  means,  no,"  Struthers  retorted.  "All 
you've  got  to  do  is  to  make  it  possible  for  the  men 
you  employ  to  get  a  square  meal  at  a  low  cost  if  they 
want  it.  And  by  'want'  I  mean  the  original  meaning 
of  the  word ;  if  they  need  it,  if  they  are  in  want  of  it. 
Don't  you  mix  yourself  up  in  it  at  all.  In  fact,  keep 
out  of  it  altogether.  Don't  act  the  gracious,  bounti- 
ful host.  They  will  hate  it  as  much  as  you.  Make  the 
meals  a  part  of  the  natural  workings  of  the  plant,  to 
be  taken  in  the  same  impersonal  way  as  the  machinery 
or  the  furniture  of  the  plant.  Let  the  men  grow  to 
appreciate  the  fact  that  a  good  luncheon  or  a  good 
breakfast  is  as  necessary  to  a  good  day's  work  as  is 
a  well-oiled  bit  of  machinery  or  a  well-sharpened  steel 
point.  And  remember  always  that  you  are  doing 
nothing  for  them ;  that  you  are  merely  supplying  an- 
other necessary  adjunct  to  the  conditions  that  will 
make  for  the  success  of  your  factory. 

"There  are  one  or  two  other  things  that  I  want  to 
touch  upon  while  we  are  on  the  subject  of  health. 
You  noticed  the  condition  that  I  was  in  when  I  came 
out  of  the  shops  to-day.  Under  ordinary  conditions 
I  should  have  been  ashamed  to  greet  any  of  my  friends 
in  the  mess  I  was  in.  I  mean  the  dirt  and  the  grease 
and  the  grime.  The  conditions,  however,  are  not  ordi- 


Health  Measures  129 

nary.  Much  as  I  should  have  liked  to  come  out  with 
a  clean  face  and  clean  hands,  I  couldn't  for  the  simple 
reason  that  there  are  no  facilities  in  the  place  for 
proper  washing  up. 

"  'The  grime  of  honest  toil'  is  a  picturesque  phrase 
but  it  does  not  depict  an  especially  healthy  condition. 
Some  of  the  old  country  wells  are  picturesque  places 
but  I'll  be  hanged  if  I'd  take  a  chance  or  if  you'd 
take  a  chance  at  drinking  the  water  out  of  them. 
These  things  are  obsolete,  Hardwick,  and  you've  got 
to  understand  that  they  are  so  from  the  standpoint 
of  science  and  good  health  and  not  from  the  one  of 
mushy  sentimentality. 

"Now,  I  can  stake  my  word  on  it  that  the  men  in 
your  place  would  much  sooner  go  home  to  their 
families  in  clean  clothes  and  clean  bodies.  The  smell 
of  a  sweaty  body  added  to  the  smell  of  the  furnaces 
and  the  oil  and  the  soot  of  the  shops  is  not  an  especial- 
ly pleasant  one  to  sit  down  with  at  the  dining  table. 
You  turn  up  your  Patrician  nose  at  that.  The  thought 
is  distasteful.  It  is  equally  so  to  Plebeian  noses  but 
they  have  grown  used  to  it. 

"Why  does  every  workingman's  family  look  for- 
ward to  Sundays?  It's  not  so  much  that  they  do  not 
have  to  work — although  that  is  intricably  woven  into 
the  thought — it  is  because  they  can  be  clean  and  fresh 
and  eat  and  act  like  human  beings.  It's  because  they 
can  sit  down  at  a  clean  table-cloth  and  feel  that  that 
is  the  way  the  good  Lord  intended  them  to  sit  and 


130  Humanizing  Industry 

eat,  I  tell  you,  man,  they  revel  in  this  Sunday  sense 
of  cleanliness. 

"There  is  no  reason  in  the  wide  world  why  these 
thousand  men  that  you  employ  cannot  go  home  every 
evening  in  a  condition  that  is  clean  and  healthy. 
There  is  no  reason  why  I  can't  come  to  your  home 
after  a  day's  work  in  the  drill  shop  and  feel  that  I 
am  not  soiling  the  things  with  which  you  have  sur- 
rounded yourself.  I  do  not  expect  to  be  able  to  come 
in  a  dinner  suit,  but  I  do  not  see  why  I  can't  come  in 
something  different  than  the  clothes  in  which  I  work. 
I  do  not  see  why  I  can't  come  with  hands  and  nails 
that  do  not  smell  of  the  lubricating  oils.  You  catch 
my  drift,  don't  you?" 

"I  do.  Go  ahead.  What  do  you  want  me  to  do  to 
turn  my  employees  into  sweet-smelling,  Godlike 
cherubs?" 

"There  you  go  again,  Hardwick.  It's  your  attitude, 
man,  that's  all  wrong.  Just  as  long  as  you  feel  that 
way  you  won't  accomplish  anything,  no  matter  what 
money  you  expend." 

"All  right,  Struthers,  I  understand.  I  really  did 
not  mean  to  be  sarcastic  but  your  idea  that  the  men 
want  to  be  cleaned  up  is  rather  amusing." 

"That  idea  is  amusing.  The  men  do  not  want  to 
be  cleaned  up.  But  give  them  the  opportunity  to 
clean  themselves  up  and  you  will  see  how  quickly 
they  will  take  advantage  of  it. 

"Your  employees  are  no  different  from  the  em- 


Health  Measures  131 

ployees  in  the  plants  where  cleaning  up  facilities  have 
been  provided.  What  the  men  in  other  establishments 
have  done,  your  men  will  do.  Human  nature  is  the 
same  all  over.  Expect  a  man  to  be  clean,  provide  him 
with  the  means  to  be  clean  and  he  will  most  assuredly 
come  up  to  the  scratch.  The  installation  of  lockers 
and  baths  and  basins  would  not  be  done  on  as  whole- 
sale a  scale  if  the  idea  behind  it — that  the  men  are 
much  happier  when  they  can  go  home  in  a  presentable 
condition — were  not  based  on  truth. 

WASHING-UP   FACILITIES 

"Most  of  the  steel  companies  have  spent  vast  sums 
of  money  on  improvements  of  this  nature.  To-day 
sanitary  conditions  in  some  of  their  plants  are  ideal. 
They  first  provided  lockers  where  the  men  could 
change  their  street  clothes  for  working  clothes.  These 
lockers  were  situated  in  one  part  of  the  building  and 
the  wash  basins  in  another.  The  plan  didn't  work. 
The  men  didn't  like  to  walk  from  the  sinks  to  the 
lockers.  It  took  too  much  of  their  time.  In  apprecia- 
tion of  this,  new  improvements  were  installed  which 
placed  the  lockers  in  close  juxtaposition  to  the  rows 
of  sinks.  To-day,  a  man  after  work  hours  walks  into 
these  wash  rooms  as  a  matter  of  course,  gets  out  of 
his  working  blouse,  washes  up,  changes  into  Ms  street 
clothes  and  goes  home  in  a  condition  no  different  than 
that  of  the  office  help.  The  sinks  are  of  the  most  im- 


132  Humanizing  Industry 

proved  sanitary  plumbing.  The  possibility  of  infec- 
tion of  any  sort  has  been  reduced  to  a  minimum.  Most 
of  the  spigots  are  built  with  extensions  that  rise  up 
to  the  height  of  a  man  leaning  over.  A  spray  is  at- 
tached to  these  extensions  so  that  the  employee  can 
comfortably  place  his  head  under  the  water  and  let 
the  constant  flow  of  it  wash  away  the  accumulated 
dirt  of  the  day.  The  water  flows  freely  into  a  waste 
pipe  and  is  not  allowed  to  accumulate  into  basins. 
The  soap  in  almost  all  instances  is  in  receptacles  in 
either  powdered  or  liquid  form. 

"Each  man  has  an  individual  locker  where  he  keeps 
his  street  clothes.  Some  organizations  have  a  system 
whereby  each  man  has  an  individual  hanger  which  is 
drawn  up  into  the  air  by  means  of  a  pulley.  A  spe- 
cially equipped  ventilation  system  keeps  these  clothes 
aerated  and  free  from  infection.  Constant  tabs  are 
kept  on  the  efficiency  of  these  different  systems  and 
changes  are  made  just  as  soon  as  it  is  discovered  that 
one  is  of  greater  value  than  another. 

"The  National  Cash  Register  Company  at  Dayton, 
Ohio,  is  another  of  the  progressive  organizations  that 
has  taken  an  active  interest  in  the  study  of  the  rela- 
tionship between  cleanliness  and  efficiency.  They 
have  provided  three  hundred  shower  baths  and  fifteen 
bath  tubs  to  meet  the  needs  of  their  employees.  Dur- 
ing the  winter  they  allow  twenty  minutes  of  the  com- 
pany's time  once  every  week  for  the  use  of  this  equip- 


Health  Measures  133 

ment.  In  the  summer-  time,  they  allow  two  such 
periods. 

"The  Norton  Company  has  most  of  its  wash  rooms 
equipped  with  shower  baths.  The  same  is  true  of  the 
United  Shoe  Manufacturing  Company  and  the  Endi- 
cott-Johnson  Company  and  the  National  Carbon  Com- 
pany. The  same  is  true  of  hundreds  of  other  estab- 
lishments where  any  attempt  has  been  made  to  intro- 
duce health  measures  of  any  sort.  In  fact,  most  of 
these  people  speak  of  their  showers  and  sanitary 
basins  and  lavatories  in  the  same  breath  as  they  do 
of  their  rest  rooms  and  hospital  equipment.  I  could 
go  on  indefinitely  quoting  instances  where  measures 
along  these  lines  have  been  adopted. 

"A  thorough  investigation  of  that  list  published  by 
the  Bureau  of  Labor  would  probably  show  the  great 
trend  of  this  type  of  industrial  work.  You  would  be 
surprised  at  the  number  of  improvements  introduced 
in  some  organizations.  Some  establishments  supply 
their  employees  with  umbrellas  on  rainy  days.  Others 
have  changes  of  clothes  for  the  men  and  women  com- 
ing in  from  a  storm.  These  latter  usually  have  spe- 
cial drying  apparatus  installed  to  take  care  of  the 
wet  garments.  You  see,  Hardwick,  the  things  that 
your  grandfather  may  have  considered  in  the  light  of 
air-castles  and  a  fool's  paradise  are  to-day  thought  of 
as  primal  necessities,  working  toward  the  success  of 
the  plant.  Even  if  you  refuse  to  grant  the  conten- 


134  Humanizing  Industry 

tion  that  the  men  themselves  want  these  improve- 
ments, that  their  sense  of  innate  decency  pleads  for 
them,  then  as  an  engineer  of  a  big  machine,  if  such 
you  choose  to  call  your  plant,  as  an  engineer,  I  say, 
you  ought  to  appreciate  the  value  of  having  your  cogs 
well  cleaned  and  well  lubricated.  Here,  this  stuff 
may  interest  you,"  Struthers  said,  passing  some  pic- 
tures over  to  Hardwick.  "It  shows  some  of  the  in- 
teriors of  some  of  the  plants  we  have  been  discussing." 

Hardwick  smiled  as  he  fingered  the  illustrations 
Struthers  gave  him. 

"Discussing,  Struthers?  Who's  been  discussing? 
It  seems  to  me  as  though  this  has  been  pretty  much 
of  a  one-sided  affair.  You  have  given  a  good  deal  of 
attention  to  the  workmen's  end  of  it,  but  where  do  I 
come  in?  Do  you  realize  what  carrying  out  a  pro- 
gram of  this  nature  would  mean  in  so  many  dollars 
and  cents?  All  this  sounds  very  well  in  theory  but 
when  it  comes  to  actual  practice,  it's  another  story. 
In  spite  of  the  fact  that  the  men  choose  to  see  in  me 
the  gouging  exploiter  of  labor,  I  want  to  assure  you, 
Struthers,  that  this  plant  is  not  the  storehouse  of 
wealth  you  may  believe  it  is.  The  only  reason  I  am 
holding  on  is  that  it's  been  in  the  family  too  long  for 
me  to  let  go.  I  can  just  about  make  ends  meet  now 
but  I  do  not  see  where  I  can  make  an  outlay  of  the 
sort  that  you  suggest.  I  have  been  very  frank  with 
you.  I  want  you  to  understand." 

Struthers  leaned  forward. 


Health  Measures  135 

"I  understand,  Hardwick.  I  understood  when  I  saw 
how  things  were  running  here.  What  you  say  of  the 
initial  outlay  is  very  true.  It  would  amount  to  some- 
thing. But,  man,  don't  you  see  that  the  reason  you 
are  no  more  than  making  things  meet  is  due  to  just 
these  conditions  which  need  change;  that  the  success 
of  the  plants  that  have  incorporated  these  measures 
is  to  a  large  extent  due  to  that  very  lubrication  of 
human  relationships  arising  out  of  better  working 
conditions?  Don't  you  see  that  just  as  long  as  you 
go  in  this  slipshod  manner — for  it  is  a  slipshod  man- 
ner in  spite  of  your  skilled  workmen  and  fine  ma- 
chinery— you  will  not  create  the  spirit  out  of  which 
you  can  build  something  new? 

"The  trouble  is,  Hardwick,"  Struthers  went  on, 
"that  you  are  tied  down  by  traditions.  You  want  to 
make  a  success  of  life  and  you  imagine  that  you  can 
do  so  by  following  family  precepts.  Cut  yourself 
loose  from  the  dankness  of  the  old  system  and  try 
your  hand  at  the  freshness  of  the  new.  I  confess  I 
sound  like  a  two-penny  advertisement,  but  in  the 
name  of  all  that  is  true,  Hardwick,  dankness,  and 
dirt,  with  its  possibility  of  disease,  never  will  suc- 
ceed. You  have  got  to  give  your  employees  more  than 
a  machine  to  work  on.  You  have  got  to  create  for 
them  an  environment  in  which  to  live.  I  mean  live 
and  not  merely  apathetically  exist.  The  parting  with 
your  grandfather's  shekels  may  be  hard,  but  it  will  in 
the  long  run  mean  the  happiness  of  his  grandson. 


136  Humanizing  Industry 

These  things  will  come  to  pass  eventually;  it  is  the 
wise  man  who  perceives  the  trend  of  the  current  of 
the  inevitable  and  enters  into  it  before  he  is  forced 
into  it.  Thank  the  powers  that  be,  Hardwick,  that 
you  are  not  your  grandfather;  think  what  a  wrench 
these  changes  and  reforms  would  have  meant  to  him." 

Hardwick  groaned. 

"To  him,  to  him!  For  heaven's  sake,  man,  what 
do  you  think  they  mean  to  me?  I  can't  say  that  you 
are  using  any  anaesthetic  measures  in  showing  me  the 
truth.  The  truth,  that  is,  in  the  light  that  you  per- 
ceive it.  By  the  way,  Struthers,  how  many  more 
expenditures  are  you  going  to  suggest?  And  will  it 
be  all  spending  on  my  part  and  nothing  that  will 
come  in?" 

"It  will  be  all  spending,  Hardwick,  until  you  catch 
up  in  the  race ;  until  you  pass  all  those  milestones  of 
which  I  spoke  to  you  the  first  day  I  came  here.  You 
see,  you  have  neglected  to  do  so  many  things  that 
should  have  been  done.  The  returns  will  come  in 
gradually,  in  other  ways  be'sides  dollars  and  cents." 

"You  mean  .  .  ."  Hardwick  asked. 

"I  mean  in  confidence  of  the  men;  in  an  apprecia- 
tion on  their  part  that  you  are  doing  the  right  thing 
by  them." 

"Hm.  Yrou  think  that  will  come?  You  think  that 
they  will  in  any  way  alter  their  attitude  toward  the 
thing  I  stand  for?  Well,  Struthers,  as  the  Scotsman 
said,  'I  hae  me  doots.'  However,  I  shall  want  to  talk 


Health  Measures  137 

this  thing  over  with  you  in  greater  detail.  We'll  see 
what's  to  be  done.  Will  you  come  to  see  your  boss 
when  he  sends  for  you?'7 

The  men  laughed.  They  sat  together  until  late  into 
the  night  discussing  the  newer  movements  of  reform 
in  its  social  and  literary  aspects.  Change,  constant 
change,  characterized  the  features  of  all  new  life. 
The  world  demanded  realism,  a  more  intimate  under- 
standing of  human  values  and  human  relationships, 
a  more  definite  and  satisfying  adaptation  to  the  things 
that  make  life  worth  living.  Everything  was  an  ex- 
pression of  the  demand  to  live  and  partake  fully  of 
the  richness  and  redness  of  life.  The  war  had  not  had 
a  little  to  do  with  this.  Just  as  all  Ijad  been  ready 
to  make  the  supreme  sacrifice  during  the  red  carnage, 
even  so  all  were  now  eager  to  take  the  full  measure 
of  the  peace  that  had  come  after  it.  Things  could 
not  and  would  not  go  back  to  the  old  order.  Wise 
men  saw  the  signs  and  used  them  as  stepping  stones 
in  the  new  relationship  of  men. 

In  the  midst  of  their  talk,  Hardwick's  servant  came 
in  and  told  Struthers  he  was  wanted  on  the  phone. 
He  left  the  room.  There  was  a  smile  on  his  face  when 
he  returned. 

"I  didn't  know  it  was  so  late.  That  old  bear,  Hur- 
ley, was  afraid  something  had  happened  to  me  and 
called  up  to  find  out.  I  told  him  I  should  stay  here 
overnight.  That  will  be  all  right,  won't  it?" 

"Of  course.    You  know  I  want  you  here.    Hurley 


138  Humanizing  Industry 

called  up,  you  say?  Hurley  mothering  you?  Hm — 
funny  that.  But  who  would  have  thought  it  of  old 
Hurley?" 

The  men  talked  for  a  while  longer,  then  bid  each 
other  good  night  and  went  to  their  rooms.  When 
Hardwick  came  down  to  breakfast  the  next  day,  he 
was  told  that  Struthers  had  already  left. 


CHAPTER  FIVE 

CONSTRUCTING  CONFIDENCE 

* 

Two  weeks  after  the  evening  that  Struthers  had 
spent  with  him,  Hardwick  had  made  arrangements  to 
have  the  proper  sanitary  facilities  installed  in  his 
shops.  The  men  who  had  taken  the  contract  for  the 
work  had  been  working  around  the  plant  for  over  a 
week,  measuring  and  making  plans.  Hurley,  who  had 
been  placed  in  charge  of  making  the  safety  devices, 
watched  them  with  interest.  Occasionally  he  went 
over  to  them  and  spoke  to  them,  asking  them  about 
the  arrangements  of  the  various  improvements.  The 
men  in  the  shops  were  all  intensely  interested ;  Struth- 
ers watched  them  closely  to  see  what  their  attitude 
toward  the  change  would  be  and  was  pleased  to  note 
that  it  was  one  of  pleasure.  The  thought  that  they 
would  have  a  place  to  wash  up  before  they  left  for 
home  was  apparently  a  welcome  one. 

During  the  noon  hour  Hurley  called  Struthers 
aside. 

"Struthers,  there's  something  I  want  to  say  to  you. 
I  think  you  ought  to  tell  Mr.  Hardwick.  It's  about 
that  washroom  for  the  furnace  men.  Those  men  will 
never  use  it  unless  it's  put  under  the  roof  of  their 

139 


140  Humanizing  Industry 

building.  This  man  Smith  tells  me  it  can't  be  done. 
I  don't  see  why  not.  You  can  build  an  extension  lead- 
ing from  the  furnace  room.  The  men  won't  travel 
from  one  building  to  another.  They'd  much  rather 
go  home  dirty.  It  isn't  fair  to  them.  What's  more, 
it'll  be  a  waste  of  money  to  Mr.  Hardwick  if  he  has 
it  placed  in  Building  E,  for  it  won't  ever  be  used. 

"If  he's  putting  up  these  things  he  might  as  well 
do  it  right  and  place  them  where  they'll  do  the  most 
good.  Come  along.  Let  me  show  you  what  I  mean." 

Struthers  followed  Hurley  over  to  the  furnace  room 
and  observed  the  justice  of  his  remarks.  From  his 
knowledge  of  the  men  in  shops,  he  knew  that  they 
would  not  take  the  extra  steps  to  the  next  building 
to  wash  up.  He  listened  attentively  to  Hurley's  plan 
for  adding  a  small  extension  to  the  men's  own  build- 
ing and  installing  the  equipment  there.  He  nodded 
in  agreement  as  Hurley  brought  out  the  different 
points. 

"Then  you  will  tell  Mr.  Hardwick  about  this, 
Struthers.  I  think  he  ought  to  know." 

Struthers  looked  keenly  at  Hurley.  He  bit  his 
lower  lip  contemplatively.  Finally  he  spoke. 

"What  about  telling  him  yourself?"  He  watched 
the  effect  of  the  question  upon  Hurley,  then  turned 
on  his  heel  and  walked  away.  Hurley  looked  after 
him  in  astonishment.  It  wasn't  like  Struthers  to  re- 
fuse to  carry  out  a  reasonable  request.  And,  as  he 
saw  it,  it  was  all  to  the  advantage  of  Hardwick  to  be 


Constructing  Confidence          141 

told.  It  was  something  constructive.  The  word  caught 
his  imagination.  "Constructive."  Of  course.  That's 
what  Struthers  had  been  talking  about  all  the  time. 
"Have  you  ever  gone  to  Hardwick  with  anything  con- 
structive?" he  had  insistently  asked.  Well,  he  had 
something  constructive  now.  He  saw  what  Struthers 
was  driving  at  and  smiled  to  himself.  Hardwick  had 
been  pretty  decent  about  that  safety  work,  but  habit 
was  habit  and  the  thought  of  approaching  him  of  his 
own  accord  in  the  man's  private  sanctum  was  not 
without  its  difficulty  to  Hurley.  He  stood  debating 
the  question  in  his  mind  for  several  moments,  then 
walked  over  to  the  plant  telephone.  He  asked  for  Mr. 
Hardwick.  The  man's  voice  came  rumbling  over  the 
phone.  Hurley  quickly  made  known  his  request  for 
a  few  minutes.  His  employer  told  him  to  come  along. 

The  old  bitter  lines  were  around  Hardwick's  face 
when  Hurley  entered.  He  looked  up  from  the  paper 
before  him. 

"Well,  Hurley,  what  is  it?  Things  gone  wrong  in 
the  shops  again,  men  making  new  demands  or  what?" 

Hurley  flushed. 

"No,  sir,  it  isn't  that  this  time.  It's  something  else 
I  wanted  to  talk  about.  It's  the  new  wash  rooms. 
I  think  the  men  are  making  a  mistake  in  the  furnace- 
men's  room.  I  think  you'll  understand,  sir,  if  you 
see  the  conditions." 

He  went  on  to  explain.  Hardwick  listened  to  him 
with  interest.  Every  now  and  then  he  nodded  in 


142  Humanizing  Industry 

agreement.  As  Hurley  pointed  out  the  advisability 
of  building  the  extension,  he  rose. 

"Just  a  minute,  Hurley.  Let's  go  out  and  see  what 
can  be  done  over  there.  What  you  say  sounds  very 
reasonable.  However,  I  don't  know  whether  we  can 
have  the  water  pipes  connected  to  an  extension.'7 

The  two  men  left  the  room.  In  a  little  while  they 
returned  and  sat  down,  making  rough  sketches  on 
paper.  It  was  late  in  the  afternoon  when  Hurley 
went  back  to  the  shops.  He  said  nothing  to  Struth- 
ers  until  that  evening  when  they  were  at  the  supper 
table. 

"I  saw  Mr.  Hardwick  this  afternoon,"  he  began. 

"Yes,  so  I  saw.    He  didn't  bite  you,  did  he?"  ' 

"No,  he  didn't.  He  was  mighty  decent — about  that. 
He's  going  to  build  the  extension  if  they  can  carry 
the  water  pipes  around.  I  think  they  can.  But, 
Struthers,  there's  something  else  I  want  to  talk  to 
you  about.  He  said  something  about  having  a  doc- 
tor's room  and  maybe  a  restaurant  later  on.  It's 
about  this  doctor's  room.  What  does  he  expect  to 
do?  What's  this  doctor  going  to  do?" 

"Why,  what  do  you  mean,  Hurley?  What  do  all 
doctors  do?  He'll  be  around  to  take  care  of  the  men 
in  the  shops  -in  case  they  need  care.  He'll  probably 
arrange  to  give  all  the  men  a  physical  examination 
first.  That's  the  proper  starting  point." 

Hurley's  mouth  grew  hard. 

"I  knew  it,"  he  exclaimed.    "I  knew  it.    Didn't  I 


Constructing  Confidence          143 

tell  you,  Struthers,  that  every  time  that  man  did 
anything,  there'd  be  something  behind  it?  I  tell  you, 
you  can't  trust  him  to  do  the  right  thing.  I  knew 
something  like  that  was  going  to  happen  all  along. 
He  may  be  able  to  hoodwink  you  but  he  can't  do  it  to 
me.  What's  more,  the  men  won't  stand  for  it  and  I'll 
be  hanged  if  I  see  why  they  should.  I  tell  you,  they'll 
walk  out  first  before  they'll  stand  for  any  doctor's 
examination  of  any  sort." 

Struthers  looked  at  the  man  in  amazement. 

"What  the  Sam  Brown  are  you  driving  at,  Hur- 
ley?" he  asked.  "Why  should  the  men  walk  out? 
What's  the  objection  to  having  a  doctor?  Don't  we 
need  one?" 

"Heaven  knows  we  do,  but  not  the  kind  that  he's 
going  to  get  and  not  for  the  purpose  he's  getting  him. 
You  don't  understand,  do  you?  Well,  I'll  tell  you. 
The  only  reason  Hardwick  is  getting  a  doctor  is  to 
have  the  men  examined  so  that  he  can  fire  the  ones 
that  aren't  just  up  to  form.  After  having  used  them 
until  they  aren't  worth  all  that  they  were  ten  years 
ago,  he's  going  to  throw  them  into  the  ash-heap  and 
get  others  to  take  their  place.  It's  been  done  by 
others  and  it  will  be  done  by  him.  A  man  is  exam- 
ined ;  they  find  something  wrong  with  him,  he's  either 
fired  for  good  or  laid  off  until  he's  cured.  And  cured 
by  whom?  By  the  doctor  who  lays  him  off.  How 
long  does  he  stay  laid  off  and  how  long  does  he  lose 
his  wages?  Until  the  doctor  has  gouged  everything 


144  Humanizing  Industry 

he  can  get  out  of  him  or  until  there  is  a  rush  of  work 
and  the  boss  needs  him  at  the  works.  It  doesn't  mat- 
ter then  how  sick  a  man  is.  Struthers,  I  tell  you, 
the  men  won't  stand  for  it.  If  Hardwick  thinks  he 
can  pay  for  all  those  things  he's  putting  in  by  laying 
the  men  off,  he's  mistaken.  They'll  quit  work  right 
now  when  he  needs  them  before  they'll  see  him  come 
pussyfooting  around  here  with  a  paid  leech.  Man, 
man,  don't  you  see  his  plan?" 

Struthers  stood  aghast  at  this  explosion  on  the 
part  of  Hurley.  The  deep-rooted  suspicion  that  the 
man  opposite  him  voiced  was  beyond  belief.  The  two 
factors  did  indeed  stand  on  two  sides  of  the  fence. 
What's  more,  it  was  a  barbed  wire  fence.  The  cutting 
away  of  the  tearing  hooks  was  work  that  was  trying 
the  soul  of  him.  Hardwick,  the  stronger  man,  had  gone 
a  good  bit  of  the  way ;  his  was  the  first  step,  it  neces- 
sarily had  to  be.  But  here  was  Hurley,  bitter,  an- 
tagonistic and  soaked  with  a  spirit  of  suspicion  that 
was  difficult  to  bend.  Struthers  knew  of  cases  where 
unscrupulous  employers  had  indeed  hired  doctors  for 
such  purposes  as  Hurley  had  described,  but  it  had 
never  dawned  upon  him  that  Hurley  would  suspect 
that  he,  Struthers,  would  stand  sponsor  for  a  scheme 
like  that.  Struthers  cursed  the  system  that  had  given 
birth  to  such  bitter  hatred  and  misunderstanding  be- 
tween men  whose  powers  might  be  harnessed  together 
in  the  run  for  their  mutual  happiness -and'well-being. 
His  mouth  closed  in  a  hard  firm  line.  Hurley  had 


Constructing  Confidence          145 

never  seen  Struthers  look  just  like  that.  He  misun- 
derstood the  meaning  of  it.  A  hard  bitter  laugh 
escaped  him. 

"It  isn't  pleasant,  is  it,  when  a  man  you  call  your 
friend  plays  a  dirty  trick  like  that?  You  thought 
Hardwick  was  all  square,  didn't  you?  Well,  he  almost 
had  me  fooled  and  I  should  have  known  better.  What 
do  you  think  of  him  now?" 

Struthers  motioned  to  a  chair. 

"Sit  down,  Hurley.  I  want  to  talk  to  you.  First 
of  all  I  want  to  ask  you  a  question.  Do  you  trust 
me?" 

"Trust  you?  I  guess  I  do,  Struthers.  The  trouble 
with  you  is  that  you  trust  others  too  easily." 

"That's  not  the  point,"  Struthers  replied.  "The 
trouble  with  you  is  that  you  trust  nobody  who's  su- 
perior to  you.  It  isn't  Hardwick  you're  pitted  against. 
It's  the  thing  you  imagine  Hardwick  represents.  Well, 
suppose  I  tell  you  that  Hardwick  does  not  represent 
that  thing;  that  Hardwick  is  not  exploiting  you; 
that  on  account  of  the  constant  bickering  between 
the  men  and  him,  this  plant  that  means  your  daily 
bread  is  being  run  on  scarcely  any  profit  at  all  and 
that  Hardwick  is  sitting  close  and  not  locking  up 
because  of  a  bit  of  sentimentality  attached  to  the 
place.  Oh,  I  am  holding  no  brief  for  him.  There  is 
no  reason  in  the  wide  world  why  this  place  should 
not  be  run  successfully,  but  remember,  please,  that 
even  as  much  as  you  have  cause  to  be  bitter  against 


146  Humanizing  Industry 

him,  he  has  cause  to  be  bitter  against  you.  You  are 
letting  loose  your  anger  against  the  misjudgment  and 
dead  methods  of  a  past  generation.  At  the  same  time 
you  refuse  to  accept  the  reforms  of  the  new  genera- 
tion. Any  effort  that  is  made  on  the  part  of  Hard- 
wick  toward  bettering  conditions  in  the  plants  here, 
is  taken  up  by  you  with  suspicion  and  disdain.  I 
honestly  believe  you  would  much  rather  there  were 
no  reforms.  You  are  afraid  of  parting  with  your 
grudge  against  Hardwick.  It's  something  that  you 
want  to  nourish  and  coddle  and  pet.  Well,  let  me 
tell  you,  Hurley,  you  won't  be  able  to  nourish  and 
coddle  and  pet  it  much  longer.  Hardwick  is  on  the 
square  in  this  and  I  know  it.  When  you  called  me 
up  at  his  home  that  night  several  weeks  ago  we  were 
talking  over  plans  for  making  the  works  clean  and 
sanitary  and  for  installing  a  medical  department. 
Those  were  my  ideas  based  on  actual  experience  with 
them  in  plants  where  they  have  been  successfully 
tried.  And  by  success,  I  do  not  mean  money  added  to 
the  coffers  of  the  plant  by  laying  off  men  but  by  keep- 
ing the  men  who  are  employed  in  a  healthy  and  whole- 
some condition.  It  was  they  who  were  enabled  to 
make  more  money  as  well  as  the  management  who 
directed  their  productions.  Can't  you  understand, 
Hurley,  that  a  healthy  man  means  more  wages  as 
well  as  higher  production  and  won't  you  understand 
that  Hardwick's  motive  in  this  is  nothing  of  the 
kind  that  you  imagine?  He  will  profit  in  the  long 


Constructing  Confidence          147 

run,  it  is  true,  but  only  to  the  extent  that  you  men 
will.  Why  won't  you  see  that  you've  got  to  work 
together  in  this  arrangement  if  you  hope  to  make  a 
success  of  it?  Why  won't  you  stop  growing  suspicious 
of  him  and  impugning  motives  to  him  of  which  he  is 
not  guilty?  What  makes  you  believe  that  only  you 
have  the  power  to  see  the  light  of  a  new  order  of 
things  and  that  Hard  wick  is  blind  to  that  same  light? 
Hurley,  Hurley,  no  wonder  this  old  world  moves  so 
slowly.  It's  men  like  you  who  do  a  great  deal  toward 
retarding  its  progress." 

The  deep  earnestness  of  the  younger  man  was  not 
without  its  effect  on  Hurley.  He  shuffled  uneasily  in 
his  chair.  Struthers  walked  up  and  down  the  room 
impatiently.  After  a  few  minutes  of  silence,  Hur- 
ley spoke. 

"Would  you  mind  sitting  down,  Struthers,  and  tell- 
ing me  all  about  this?  I'd  like  to  know.  And  I'd  like 
to  know  straight." 

Struthers  sat  down  at  the  opposite  side  of  the  table. 
The  two  men  faced  each  other  squarely.  Struthers 
began  to  speak.  In  a  low  voice,  resonant  with  feel- 
ing, he  told  Hurley  about  his  talk  with  Hardwick. 
He  told  him,  as  he  had  told  Hardwick,  about  the 
things  that  were  being  done  by  other  large  employers 
of  men;  he  impressed  upon  him  the  effect  it  had  on 
the  work  of  the  men  and  the  happiness  of  the  men ;  he 
showed  him  that  in  the  mutual  confidence  of  the  men 
lay  success  and  that  in  lack  of  it  lay  failure. 


148  Humanizing  Industry 

Hurley  remained  sitting  quietly  when  Struthers 
had  finished.  Belief  and  disbelief  were  struggling 
bitterly  in  his  brain.  It  was  all  very  well  for  Struth- 
ers, an  outsider,  to  talk  about  the  need  of  confidence 
between  the  forces  that  he  and  Hardwick  represented 
but  what  about  Hardwick  himself  and  what  about  him, 
Hurley?  Hardwick  certainly  knew,  as  he  knew,  that 
this  dream  of  Struthers  was  a  mirage,  something  that 
did  not  exist,  something  that  was  of  the  spirit  only, 
and  that  standing  in  the  way  of  it,  big,  powerful  and 
lifelike,  were  the  concrete  facts  of  antagonism,  and 
hatred  and  natural  enmity  which  could  not  be  shed 
in  the  same  manner  as  a  snake  sheds  its  skin.  They 
could  not  be  shed.  And  yet,  and  yet,  what  a  fine 
thing;  what  a  wonderfully  fine  thing  it  would  be  if 
the  impossible  could  be  attained  and  this  dream  of 
Struthers  would  take  shape.  The  faith  of  the  boy; 
the  indomitable  faith  and  courage  of  him.  And  the 
power  and  strength  of  him.  Hurley  suddenly  awoke 
to  a  keen  appreciation  of  that  fact.  The  power  and 
strength  of  him.  No  matter  what  Hardwick's  mo- 
tives were,  there  was  no  gainsaying  the  truth  that 
Struthers  had  moved  him  to  make  changes  in  the 
works.  Constructive  changes,  as  he  loved  to  call 
them.  There  was  something  in  that.  Something 
worth  while.  If  Hardwick  had  wanted  these  things 
for  selfish  motives,  entirely,  he  would  not  have  waited 
for  Struthers  to  introduce  them.  What  then  were 
Hardwick's  motives?  Or  didn't  he  have  any? 


Constructing  Confidence          149 

It  was  all  a  dark  puzzle  to  Hurley  and  the  only 
light  he  saw  was  that  of  the  honesty  and  sincerity  of 
the  man  sitting  opposite  him.  Hurley  smiled  to  him- 
self at  the  thought  that  came  to  his  mind.  A  ray  of 
light  like  that  coming  from  the  laughter  of  a  child, 
full  of  faith  and  trust.  That  was  Struthers.  Poor 
lad,  some  day,  maybe,  he'd  see  things  in  the  proper 
way.  Meanwhile  he  would  try  to  play  the  game  as 
Struthers  wanted  him  to  and  let  things  take  their 
true  course. 

And  then,  maybe  the  man  was  right  at  that.  Hurley 
knitted  his  brows.  Maybe  he  was.  He  himself  had 
always  preached  of  a  new  era  in  industrial  relation- 
ships ;  he  had  always  prophesied  it.  These  things  that 
Struthers  believed  in;  they  were  new  things.  New 
things,  of  course.  Safety,  health,  doctors,  restaurants, 
showers.  New  things  all.  The  thought  gripped  his 
brain.  While  he  was  talking,  Struthers  was  doing 
things.  Building  things  up.  Hammering  at  him 
with  arguments  in  the  shame  of  things  done.  He  won- 
dered what  it  was  he  did  to  Hardwick.  How  did 
Hardwick  take  all  these  new  innovations?  They  must 
have  come  hard  to  him.  He  had  always  done  things 
the  old  way.  Hurley  caught  himself  feeling  sorry 
for  the  man  who  stood  at  the  head  of  the  plant.  Poor 
old  Hardwick,  it  was  hard  to  give  in  to  the  new  order ; 
hard  not  to  be  suspicious  of  it.  He  knew.  Of  course 
he  knew.  Wasn't  it  hard  for  him  to  trust  Hardwick? 
Hurley  grinned  into  his  pipe  as  he  caught  himself 


150  Humanizing  Industry 

making  the  comparison.  Hardwick  and  he.  Struth- 
ers had  said  something  about  their  being  alike.  He 
had  resented  it.  But  there  was  something  in  it. 
Hardwick  had  been  suspicious  of  the  motives  of  his 
visit  when  he  had  come  to  talk  about  the  change  in 
the  furnace  house  and  then  had  thawed  out  when  he 
saw  the  truth  of  the  situation.  He,  Hurley,  had  been 
suspicious  when  Hardwick  had  told  him  about  the 
new  doctor  and  then  Struthers  had  shown  him  the 
truth  behind  that.  Six  of  one  and  half  dozen  of  the 
other.  Struthers  had  spoken  about  confidence.  "Con- 
fidence." It  was  not  a  bad  word.  Nor  did  it  mean  a 
bad  thing.  If  Hardwick  had  had  confidence  in  him 
he  wouldn't  have  suspected  him  of  being  the  mes- 
senger of  unpleasant  information  when  he  entered  his 
office  that  day ;  if  he  had  had  confidence  in  Hardwick 
he  would  not  have  suspected  him  of  any  subtle  designs 
when  he  left  his  office  that  afternoon.  If — if — but 
Hardwick  was  Hardwick  and  he  was  Hurley.  It 
would  take  time — time — to  change  the  meaning  un- 
derlying the  two  names.  But  confidence  was  good. 
Very.  He,  Hurley,  had  made  a  step  in  that  direction 
when  at  the  instigation  of  Struthers  he  had  gone  to 
Hardwick  writh  his  suggestion.  A  light  came  into 
Hurley's  face.  And  he,  Hardwick,  had  also  made  a 
step  when  he  had  spoken  about  the  doctor  and  the 
restaurants.  He  had  not  seen  it  in  that  light  before. 
He  saw  it  now.  A  smile  passed  over  his  face.  He 
looked  up  to  meet  Struthers'  eyes.  The  chair  op- 


Constructing  Confidence          151 

posite  him  was  empty.  His  eyes  went  to  the  door  of 
Struthers'  room.  A  shaft  of  light  showed  through 
the  crack.  Hurley  went  over  and  opened  it  quietly. 
Struthers  was  bent  over  a  pile  of  papers  and  notes. 
He  did  not  see  Hurley  standing  there  in  the  doorway. 
With  the  deep  respect  for  knowledge  common  to  men 
of  his  type,  Hurley  quietly  closed  the  door  behind 
him  and  left  Struthers  to  his  work.  An  amusing 
phrase  passed  through  his  mind  as  he  prepared  to  go 
to  bed.  It  was  in  description  of  the  picture  Struthers 
had  made  leaning  over  his  papers.  "Constructing 
Confidence."  Hurley  smiled.  Not  bad,  that.  Con- 
structing confidence.  Some  day,  he  thought,  he  would 
tell  Struthers  about  it. 


CHAPTER  SIX 

EDUCATION 

ONCE  more  Struthers  was  seated  in  the  chair  before 
the  fireplace  at  Hardwick's.  He  had  come  on  special 
invitation  of  his  host.  The  two  men  were  discussing 
the  improvements  being  made  at  the  shops.  Things 
were  going  at  a  fair  rate  of  speed.  Hardwick  made 
comment  on  the  interest  the  men  were  taking  in  the 
changes. 

"You  know,  Struthers,  I  didn't  believe  that  an  old 
fellow,  like  Smith  at  the  lathes,  would  be  interested 
in  things  like  washrooms.  I  was  passing  his  bench 
the  other  day  and  heard  him  tell  the  young  fellow  he 
works  with  that  his  old  lady  wouldn'jt  know  him  when 
he  came  home  all  clean  and  'smelly  of  soap'  as  he 
put  it.  He  tried  to  be  sarcastic  about  it,  but  hanged 
if  the  old  man  didn't  like  the  idea.  Hanged  if  he 
didn't  and — hanged  if  I  don't.  Well,  now  that  you've 
managed  to  put  that  across,  is  there  anything  else 
that  you  want  to  be  relieved  of?  Or  are  you  all  played 
out?  Frankly,  I  should  like  to  know  where  this  is 
going  to  end.  Or  isn't  it  going  to  end?  Come  on  there, 
take  that  old  pipe  out  of  your  mouth  and  stop  look- 

152 


Education  153 

ing  like  a  sphinx.  What's  next?  Or  is  this  all?  If 
so,  Allah  be  praised !" 

Struthers  took  a  last  long  puff  at  the  seemingly  of- 
fensive pipe.  He  faced  Hardwick  with  a  grin. 

"I'll  take  up  your  questions  in  order.  That  is  the 
scientific  way,  isn't  it?  First  of  all  you  want  to  know 
whether  there  is  anything  else  I  want  to  get  off  my 
chest.  There  is.  Secondly,  am  I  played  out?  Far 
from  it;  very  far  from  it;  farther  than  will  be  com- 
fortable for  you.  What  was  the  next  question?  Some- 
thing about  where  it  was  going  to  end.  Suppose  I 
tell  you  that  it's  not  going  to  end  ever,  for  the  very 
simple  reason  that  you  won't  want  it  to  end.  You 
want  to  know  what's  next?  Very  well.  Here  goes. 
An  educational  program  for  your  employees." 

Hardwick  turned  around  in  his  chair  so  that  he 
faced  Struthers. 

"What's  that  you  said?  An  educational  program 
for  my  employees.  Oh,  come  now,  man,  this  is  going 
too  far.  I  can  understand  the  value  of  those  other 
things  you  talked  about,  but  educational  programs — - 
what  do  you  mean  by  an  educational  program?  Must 
I  hire  instructors  to  teach  them  the  A  B  C's  and  how 
to  count  up  their  weekly  wages  and  the  number  of 
hours  they  work  overtime?  The  Lord  knows  they 
never  make  any  mistake  about  that.  Or  do  you  want 
me  to  give  them  something  in  the  way  of  higher  educa- 
tion like  Debussy  concerts  during  working  hours  or 
talks  on  the  astral  self?  Or  maybe  more  elementary 


154  Humanizing  Industry 

subjects  like  sociology  or  economics?  Come,  come, 
man,  be  sensible.  There  is  a  limit  even  to  a  good 
thing." 

"True,  but  you  haven't  reached  the  limit,"  Struthers 
made  answer.  "Not  by  a  long  shot.  What's  more, 
you  know  as  well  as  I  do  that  I  do  not  mean  any  of 
those  fool  things  you've  mentioned.  Debussy  and  the 
astral  self!  Kot!  There's  one  thing  you've  got  to 
say  in  favor  of  your  people  here.  They  do  not  waste 
their  time  on  balderdash  of  such  nature.  It's  not  in 
their  make-up.  That's  why  their  brain  associations 
are  more  sane.  You  say  education  to  them  and  they 
would  neither  think  of  learning  the  A  B  C's  nor  of 
the  higher  arts.  They  think  of  it  in  definite  relation- 
ship to  their  work.  Take  our  friend  Hurley,  for  in- 
stance. What  do  you  think  the  word  education  con- 
veys to  him,  eh?  What  do  you  think?  Best  assured 
it  is  not  dabbling  in  dilettante  fashion  in  futuristic 
arts.  It's  something  real  and  definite  and  worth 
while.  It's  something  that  he's  missed  in  his  life  and 
something  that  he's  conscious  of  having  missed.  It's 
t-squares,  and  blue  prints  and  compasses.  It's  the 
power  to  put  upon  paper  the  nebulous  things  in  his 
brain  that  seek  expression.  He  gets  along  in  some 
fashion  without  them.  True.  He  gets  along.  But 
the  root  of  Hurley's  bitterness  toward  life  in  general, 
and  toward  the  thing  you  stand  for,  in  particular,  is 
based  on  the  fact  that  Hurley  was  robbed  of  the  op- 
portunity to  be  the  man  he  might  have  been  in 


Education  155 

different .  circumstances.  What  have  you  got  to  do 
with  those  circumstances?  Nothing,  I  admit,  as  far 
as  you  personally  are  concerned;  something,  insofar 
as  the  old  system  of  which  you  are  a  product  is  con- 
cerned. Hurley  is  to-day  a  foreman  in  a  drill  shop  and 
not  a  mechanical  engineer  because  Hurley's  father 
could  not  make  ends  meet  with  the  results  of  his  toil. 
The  fault,  then,  lay  with  Hurley's  father,  you'll  say. 
Maybe  it  did;  maybe  it  didn't.  We  would  be  going 
around  in  a  vicious  never-ending  circle  if  we  tried  to 
trace  the  cause  and  effect  of  this  problem.  Neverthe- 
less, whosesoever  fault  it  was,  you  will  admit  that  Hur- 
ley as  an  engineer  would  have  been  vastly  more  valu- 
able to  society  and  you,  than  Hurley  as  a  foreman. 
And  what  is  more  to  the  point,  Hurley  as  an  engineer 
would  have  been  vastly  more  valuable  to  himself  and 
vastly  more  happy.  After  all  that  is  the  true  criterion 
of  value.  Personal  happiness,  I  mean.  You  agree 
with  me  there,  don't  you?"  Struthers  asked. 

"True,  so  far  as  this  individual  case  is  concerned," 
Hardwick  agreed.  "But  take  Johnson.  Would  you 
have  me  turn  Johnson  into  a  mechanical  engineer; 
Johnson,  who  to  save  his  soul  couldn't  tell  you  the  dif- 
ference between  a  right  angle  and  an  obtuse  angle? 
Or  take  Mawkins  whose  main  interest  lies  in  dabbling 
with  columns  of  figures.  Would  you  have  me  turn 
him  into  a  mechanical  engineer?" 

Struthers  impatiently  brushed  the  last  two  state- 
ments aside. 


156  Humanizing  Industry 

"What  you  say  is  entirely  beside  the  point.  About 
Johnson  and  Hawkins,  I  mean.  Johnson  is  happy 
where  he  is.  So  is  Mawkins.  In  some  future  state 
of  society  perhaps  the  happiness  of  the  Johnsons  and 
the  Hawkinses  will  depend  on  more  than  the  things 
that  satisfy  them  now.  I  am  making  no  endeavor 
nor  holding  any  brief  to  raise  the  level  of  happiness 
•to  which  these  people  can  attain.  That  is  an  entirely 
personal  matter.  All  this  uplift  stuff  has  always 
made  me  see  red.  There  is  no  need  to  tell  people  like 
Johnson  or  Hawkins  that  the  higher  life  lies  in  read- 
ing Shaw  or  Nietzsche  or  Schopenhauer.  They  don't 
want  Shaw  and  Nietzsche  and  Schopenhauer.  Neither 
do  they  want  to  be  engineers.  They  want  to  be  happy. 
As  far  as  I  know  they  have  reached  the  limit  of  their 
capacity  for  happiness.  Hore  money  would  make  a 
difference  to  be  sure,  in  quantity  of  pleasures  but  not 
in  quality.  As  far  as  I  know  they  fit  into  the  niche  in 
which  they  find  themselves.  They  can  offer  no  more  to 
society  than  they  are  offering  to-day.  They  want  to 
offer  no  more ;  they  are  conscious  of  the  fact  that  they 
are  capable  of  offering  no  more.  They  have  a  definite 
place  in  the  mosaic  of  life  and  they  are  filling  it. 

"Hurley's  case  is  different.  And  when  I  say  Hur- 
ley, I  am  merely  giving  a  name  to  an  existent  type. 
I  mean  the  individuals  whose  natural  powers  have 
been  dwarfed  and  distorted  by  force  of  circumstances. 
I  mean  the  men  and  women  who  have  had  to  satisfy 
themselves  wifh  giving  mediocre  service  for  lack  of 


Education  157 

opportunity  to  develop  their  powers  and  abilities  so 
that  they  could  give  expert  service. 

"Under  an  efficient  order  of  society  the  Ben  Hurleys 
would  have  ample  opportunity  to  cultivate  their  pow- 
ers up  to  the  highest  possible  point.  In  the  days  of 
Ben  Hurley's  youth  the  expression  of  such  a  thought 
might  have  been  considered  wild  idealism  or  worse 
still,  arrant  socialism.  I  am  an  apostle  of  neither, 
Hardwick,  but  as  I  have  iterated  and  reiterated  be- 
fore, progressive  American  industry  is  fast  taking 
into  consideration  the  value  of  human  relationships 
and  human  happiness.  And  the  education  of  the 
young  men  and  young  women  in  industry  is  to  my 
mind  one  of  the  most  important  milestones  that  the 
van  of  the  movement  has  passed." 

Hardwick  interrupted  Struthers  with  a  question. 

"Would  you  have  me  send  Hiirley  to  college  to-day? 
And  would  you  have  me  seek  out  the  numbers  of  other 
instances  of  square  holes  in  round  pegs  and  send  them 
through  a  course  of  training  that  will  round  their 
corners?  The  thing  is  done,  Struthers,  and  it  can't 
be  changed.  This  world  is  not  a  place  where  complete 
justice  is  done.  One  man  gets  too  little;  the  other 
too  much.  Nobody  gets  the  right  measure.  Take 
Hurley ;  and  take  myself.  We  are  about  the  same  age. 
I  don't  for  a  minute  doubt  that  Hurley  if  he  had  the 
same  training  I  got  would  have  developed  to  the 
extent  that  I  did.  But,  as  you  say,  conditions  and 
circumstances  did  not  allow  it.  I  got  more  than  1^ 


158  Humanizing  Industry 

deserved  from  the  point  of  view  of  idealistic  theory; 
Hurley  got  less.  I  admit  it's  a  shameful  injustice, 
but  that's  life,  Struthers,  and  you  can't  change  it." 

"You  can't?  Who  says  you  can't?"  Struthers  flung 
back.  "Because  the  old  lady  you  call  life  bungles  and 
makes  a  bad  job  of  things  is  no  reason  why  people 
with  foresight  and  power  and  time  should  follow 
in  her  footsteps.  The  old  lady  has  too  much  work  to 
do  keeping  this  round  ball  in  motion  to  take  care  of 
individual  cases.  She  does  things  carelessly,  prolific- 
ally,  inefficiently.  The  happiness  of  one  person  or  one 
group  of  persons  doesn't  matter.  It  can't  matter  to 
her ;  she  has  too  much  to  do  keeping  the  breath  of  life 
going,  going,  going  all  the  time. 

"She  hasn't  the  time  to  grease  the  tracks  for  every- 
body. Therefore  they  are  hard  and  noisy  and  bumpy. 
And  then  you  sit  back  in  smug  complacency  and  do 
nothing  but  blame  it  on  her.  You  forget  that  she's 
busy  all  the  time  creating  new  life  and  that  she  has 
left  it  to  you  to  smooth  down  the  road  and  make  the 
going  easier  for  some  of  your  fellow-beings.  She  has 
given  you  the  ability  and  the  training  to  do  the  job; 
go  ahead  and  do  it.  Don't  waste  your  opportunities. 

"There  is  no  question  of  sending  Hurley  to  college," 
Struthers  went  on.  "That  thing  is  over  and  done 
with.  First  of  all,  he  is  past  the  college-going  age,  and 
pecond,  he  would  laugh  at  the  idea.  But  take  the 
embryonic  Hurleys,  the  boys  in  your  shops  who  are 
employed  at  the  little  odd  jobs.  Most  of  them  doubt- 


Education  159 

•\ 

less  do  not  want  to  do  any  more  than  they  are  doing 
to-day.  But  five  or  ten  or  fifteen  or  more  of  them  may 
have  dormant  powers  within  them  that  need  only  a  bit 
of  encouragement  to  fully  awaken.  Take  that  boy 
Larry  who  fell  off  the  ladder  that  day.  Larry  is  work- 
ing as  an  apprentice  in  the  drill  room,  doing  bits  of 
odd  jobs,  picking  up  things,  handing  over  things,  and 
working  on  a  machine  occasionally.  I  have  seen  Larry 
during  lunch  hour  working  over  those  machines  the 
way  none  of  your  older  men  do.  Trying  to  find  out 
how  the  wheels  go  round.  I  have  seen  Hurley  watch- 
ing Larry  with  a  dogged  sort  of  understanding  that 
sympathized  with  the  lack  of  efficiency  of  this  world 
which  allows  powers  like  his  to  go  unexpressed.  There 
is  no  reason  in  the  world,  Hardwick,  why  you 
shouldn't  bring  out  these  powers  for  your  own  good 
as  well  as  for  the  good  of  the  boy.  From  the  point  of 
efficiency,  entirely.  There  is  something  vital  and  real 
there  that  needs  improvement.  As  a  human  engineer 
you  ought  to  appreciate  the  value  of  such  improve- 
ment work." 

Hardwick  broke  in  as  Struthers  paused  for  a  mo- 
ment. 

"Come  now,  Struthers,  as  a  human  engineer  you 
know  that  when  a  big  job  is  being  done  you  can't  pay 
attention  to  little  details,  that  I  can't,  and  other  em- 
ployers can't  follow  up  the  natural  propensities  of 
their  apprentices  and  office  boys  and  see  that  they 
get  the  proper  training." 


160  Humanizing  Industry 

Struthers  laughed. 

"I  may  have  been  carried  away  too  greatly  with  the 
subject  and  thus  have  given  you  a  wrong  impression. 
I  do  not  mean  that  you  should  send  all  these  young- 
sters to  college.  I  do  not  mean  that  you  should  per- 
sonally take  it  upon  yourself  to  educate  -them.  What 
I  mean  is  that  you  should  create  the  means  in  your 
own  plants  for  proper  development  where  there  is  a 
demand  for  it.  Create  the  opportunities  in  the  way 
of  apprenticeship  courses.  Those  who  have  the  latent 
powers  will  come  to  them  eagerly ;  those  who  haven't 
will  stay  away.  Before  very  long  you  will  have  sifted 
the  wheat  from  the  chaff.  And  the  cultivation  of  this 
wheat  will,  in  time,  mean  something  very  valuable 
to  you." 

Again  Hardwick  broke  in. 

"Before  you  go  on,  Struthers,  I  wish  you'd  explain 
what  you  mean  by  apprenticeship  courses.  Is  this 
something  new  with  which  you  want  to  experiment  or 
is  it  something  that  is  already  being  tried  out?  This 
business  of  educating  your  employees  is  one  of  the 
most  surprising  bolts  you  have  yet  thrown  at  me." 

"It's  merely  this,  Hardwick,"  Struthers  replied. 
"A  good  many  plants  in  this  country  as  well  as  in 
other  countries  have  inaugurated  a  system  of  educa- 
tion whereby  the  employee  who  is  anxious  to  develop 
himself  along  the  lines  in  which  the  plant  is  interested 
has  an  opportunity  to  do  so  during  part  of  the  work- 
ing hours  and  at  the  expense  and  under  the  tutelage 


Education  161 

of  the  company.  For  instance,  in  a  case  like  Larry's : 
If  he  were  working  in  a  shop  where  such  a  system 
had  been  installed,  Larry,  who  has  only  the  rudiments 
of  a  grammar  school  education,  would  doubtless  be 
attending  classes  in  the  shop  for  about  two  hours 
every  day  where  he  would  learn  how  to  be  a  pattern- 
maker or  an  expert  mechanic.  A  special  room  would 
be  set  off  for  this  purpose  where  an  expert  in  this 
work  would  give  the  boys  the  theoretical  education. 
They  would  learn  all  about  the  wheels  and  cogs  and 
belts  and  power  that  make  a  machine  go  round.  Dur- 
ing the  rest  of  the  day  they  would,  through  actual 
operation  of  machinery,  see  the  theoretical  rules  put 
into  actual  practice. 

"If  Larry  had  a  high  school  education,  he  would 
doubtless  attend  an  extension  course,  still  under  the 
company's  time,  that  would  prepare  him  for  higher 
technical  work  and  give  him  the  rudiments  of  an  en- 
gineer's course.  Again,  even  though  Larry  has  only 
a  grammar  school  education,  he  could,  under  condi- 
tions obtaining  in  some  of  the  plants  where  this  educa- 
tional program  has  been  highly  developed,  take  exten- 
sion courses  in  the  academic  subjects  fitting  him  for 
the  advanced  work  and  thus  prepare  himself  for  the 
higher  vocation. 

"In  some  instances  these  courses  are  given  in  the 
plant,  during  working  hours;  in  others,  they  are 
given  in  the  plant  schools  after  working  hours;  in 
still  others  they  are  given  in  the  city  or  town  high 


162  Humanizing  Industry 

schools  and  technical  institutes  which  by  special  ar- 
rangement with  the  plants  allow  the  boys  to  alternate 
between  attendance  at  school  for  three  months  at  a 
stretch  and  attendance  at  work  for  three  months  at 
a  stretch.  In  every  instance  the  boy  receives  a  reg- 
ular apprenticeship  wage  so  that  he  does  not  suffer 
for  want  of  monetary  assistance. 

"In  those  few  instances  where  the  boy  shows  marked 
ability  along  certain  phases  of  work  he  is  allowed  to 
complete  his  education  to  the  extent  of  enrolling  in 
the  colleges  or  universities  that  specialize  in  engineer- 
ing work. 

APPRENTICESHIP  COURSES 

"A  definite  instance  of  this  type  of  industrial  re- 
form is  the  work  carried  on  by  the  General  Electric 
people.  The  boy  with  the  grammar  school  education 
working  in  their  plants  can  get  the  training  that  will 
enable  him  to  take  a  position  as  an  all-around  ma- 
chinist, a  special  tool-maker,  an  expert  molder,  a 
pattern-maker  or  a  technical  draughtsman.  The  in- 
struction consists  of  classroom  instruction  where  lec- 
tures are  given  in  the  subjects  of  algebra,  plane 
geometry,  solid  geometry  and  anything  else  that  may 
be  verbally  explained  and  illustrated  on  the  board. 
The  classes  are  kept  small,  generally  not  exceeding 
twenty  in  number. 

"For  all  beginners  in  the  trade  of  molders,  pat- 
tern-makers, machinists  and  draughtsmen,  the  com- 


Education  163 

pany  provides  special  training  shops  where  the  boys 
receive  individual  instruction  under  competent  men 
engaged  for  just  that  purpose. 

"As  the  students  become  more  advanced  they  are 
transferred  to  the  regular  shops,  where  their  educa- 
tion is  continued  under  the  direction  of  the  foreman 
of  the  department  and  his  assistants. 

"At  the  end  of  the  course  in  the  machinist's  trade 
the  boy,  who  slightly  over  four  years  ago  was  in  the 
grammar  school,  has  become  a  full-fledged  journey- 
man and  is  fully  competent  to  operate  the  machinery 
found  in  the  ordinary  machine  shop,  such  as  drill 
presses,  lathes,  planers,  shapers,  boring  machines,  uni- 
versal grinders,  gear  cutters,  and  threading  and  mill- 
ing machines.  In  addition  to  these  machines,  the 
boy  is  able  to  work  successfully  on  the  bench  with 
file,  hammer,  and  chisel. 

"Equally  skilled  in  the  use  of  the  tools  of  their 
trade  are  the  graduates  from  the  molder's  course,  pat- 
tern-maker's course,  draughtsman's  course,  and  black- 
smith's course.  Thus  some  men  are  trained  to  design 
machinery  and  perform  the  necessary  calculations; 
others  to  make  the  patterns  and  the  molds  in  the 
foundry  and  pour  in  the  molten  metal,  to  machine  the 
castings  to  dimensions  accurate  within  one-thou- 
sandth of  an  inch ;  still  others  are  taught  to  work  the 
steam  hammers  for  making  forgings,  or  delicately 
tempering  certain  parts,  or  making  tools  for  turning 
out  other  parts. 


164  Humanizing  Industry 

"For  the  boys  from  eighteen  to  twenty  years  who 
have  a  high  school  education  or  its  equivalent  this 
company  has  two  specialized  educational  courses  in 
departmental  schools.  The  first  is  the  electrical  test- 
ing departmental  school.  This  course,  which  lasts 
two  years,  consists  partly  of  work  in  the  shop  where 
the  boys  are  under  individual  instructors  and  partly 
of  classroom  instruction  of  one  hour  or  more  each 
week.  Besides  the  classes  which  are  attended  on  the 
company's  time,  the  students  attend  the  night  schools, 
the  vocational  schools  and  the  extension  college 
courses.  In  addition  to  the  classes  held  during  work- 
ing hours,  the  boys  are  taken  on  inspection  trips 
through  the  shops,  undergo  examinations  to  test  their 
powers  of  memory,  observation  and  reasoning  and 
receive  special  guidance  in  their  reading  program. 

"The  work  differs  greatly  from  the  apprenticeship 
course  I  mentioned  before.  In  the  armature  depart- 
ment, for  instance,  the  students  are  not  required  to 
wind  armatures  or  coils,  nor  to  perform  any  of  the 
processes  of  manufacture,  but  are  there  solely  for  the 
purpose  of  becoming  acquainted  with  the  various 
methods  of  design,  construction  and  manufacture  of 
the  article.  While  the  apprentice  is  working  upon 
a  machine  tool  as  a  machinist,  these  students  are 
studying  and  testing  the  winding  of  armatures,  learn- 
ing the  theory  of  electric  motors  and  dynamos,  and 
making  themselves  generally  acquainted  with  the 
laws  of  electricity. 


Education  165 

"During  all  this  instruction,  the  classroom  work 
and  the  shoproom  work  are  closely  interrelated.  The 
first  gives  the  boy  the  why  and  the  wherefore  of  the 
shop  work  and  the  second  gives  concrete  examples  of 
the  theories  explained  during  the  lectures.  The  sec- 
ond half  of  the  course  is  spent,  in  part,  in  testing 
safeguarding  devices  which  automatically  cut  off  the 
electric  power  from  machinery  that  is  overloaded  or 
badly  handled.  The  rest  of  the  time  is  given  over  to 
the  study  of  the  distribution  and  control  of  electricity. 
The  aim  throughout  the  course  is  to  give  the  boy  a 
practical  working  knowledge  of  electricity  and  elec- 
trical machines.  After  an  additional  six  months' 
actual  work  as  routine  test  men,  during  which  time 
the  weekly  classroom  work  is  continued,  a  final  exam- 
ination is  held  which  shows  the  fitness  of  the  boys 
for  advanced  engineering  and  commercial  work. 

"The  second  course  given  to  boys  of  high  school 
education  is  one  of  Switchboard  Department  Test 
Men.  The  curriculum  is  quite  rigid  and  provides  for 
two  hours  each  week  of  classroom  instruction  on  the 
company's  time.  Every  student  must  prepare  the 
work  required  and  master  the  subjects  given.  If  a 
man  misses  two  or  more  lectures  in  succession,  with- 
out a  satisfactory  excuse,  he  is  automatically  dropped 
from  the  rolls.  If  he  is  absent  from  four  or  more 
classroom  sessions  during  the  entire  course,  he  must 
pass  a  special  examination  on  the  work  missed.  The 
engineers  in  charge  of  these  classes  are  available  an 


166  Humanizing  Industry 

extra  hour  every  week  for  giving  advice,  answering 
questions,  and  consulting  with  the  students. 

"During  the  first  six  months  of  classroom  work  the 
students  are  given  simple  problems  teaching  the  ele- 
ments and  applications  of  electricity,  and  the  elements 
of  trigonometry.  After  passing  an  examination  in 
this  work,  they  enter  a  second  six  months'  class  deal- 
ing with  problems  of  electrical  measurements,  switch- 
board design  and  mechanisms,  and  applications  of  al- 
ternating current. 

"After  passing  an  examination  in  these  subjects 
the  students  enter  a  third  class,  likewise  of  six  months, 
and  take  up  the  study  of  switchboard  materials,  meth- 
ods of  machining,  specifications,  stocks,  business  or-, 
ganization,  the  essentials  of  economics  and  the  funda- 
mentals of  salesmanship.  Following  graduation  from 
this  third  class,  they  are  prepared  to  enter  the  work 
of  the  switchboard  department.  Any  student  who 
after  two  years  has  not  shown  particular  aptitude  or 
liking  for  switchboard  work  is,  on  request,  shifted  to 
the  routine  test  in  the  testing  department. 

"It  is  of  course  evident  to  you  that  neither  of  these 
courses  can  give  what  is  the  equivalent  to  a  college 
education  with  its  training  in  advanced  mathematics, 
languages,  hydraulics,  chemistry  and  cultural  sub- 
jects. But,  after  having  satisfactorily  completed  the 
work  laid  out  for  them,  these  students  have  obtained 
a  practical  and  intensive  working  knowledge  of  elec- 
tricity and  electrical  apparatus,  comparable  perhaps 


Education  167 

to  that  of  the  man  entering  his  last  year  in  a  technical 
college. 

"A  new  course  that  owes  its  innovation  to  the  war, 
when  so  many  women  perforce  had  to  take  the  posi- 
tions left  vacant  by  our  soldiers,  is  the  one  that  trains 
young  college  women  graduates  for  commercial  and 
semi-technical  careers  in  the  electrical  industry. 

"The  course  opens  with  a  three  months'  probation 
period  during  which  the  young  women  receive  one 
hour  each  day  of  classroom  instruction  in  the  subjects 
of  apparatus,  theory  and  business.  In  the  apparatus 
classes  the  devices  used  on  switchboards  are  brought 
into  the  classroom  for  inspection  and  are  thoroughly 
described  and  discussed.  The  students  are  taken  on 
trips  through  the  factory  or  through  neighboring 
power  plants  where  they  can  see  how  the  switchboard 
apparatus  protects  the  big  machines  and  controls  the 
generation  and  distribution  of  electricity.  Inspection 
trips  are  taken  to  afford  the  students  the  proper  per- 
spective of  the  steps  in  the  electrical  scale  of  genera- 
tion of  power  to  harnessing  of  power.  For  instance, 
trips  are  taken  to  waterfalls,  .where  possible,  so  that 
the  student  can  see  the  power  plant  wrhich  harnessed 
the  waterpower,  and  the  switchboard  which  dis- 
patched the  electric  power  to  the  adjacent  city. 

"Lectures  are  held  on  the  development  of  switch- 
boards and  the  applications  of  air,  and  all  circuit 
breakers,  instruments,  lever  switches  and  all  the  rest 
of  the  electrical  rigmarole  which  is  Greek,  in  a  meas- 


1 68  Humanizing  Industry 

ure,  to  me.  Instruction  is  also  given  on  how  to  use 
the  slide  rule;  classes  in  elementary  electricity  alter- 
nate with  classes  studying  the  mechanism  of  ap- 
paratus. The  young  women  are  made  thoroughly  con- 
versant with  the  subjects  of  electrical  phenomena  and 
the  principles  governing  them.  I  admit  it  makes  of 
them  formidable  creatures  of  vast  erudition,  but  what 
1  am  trying  to  show  you  is  that  ample  opportunity 
for  mental  and  commercial  advancement  is  not  con- 
sidered impractical  or  in  the  light  of  philanthropy 
by  plants  whose  success  is  not  to  be  doubted. 

"Together  with  this  work,  these  women  students 
are  taught  department  organization  and  routine,  how 
manufacturing  costs  are  obtained,  how  to  prepare 
specifications,  quotations,  and  how  to  draw  up  con- 
tracts. One  hour  out  of  each  eight-hour  day  is  spent 
in  classrooms  and  the  other  seven  hours  are  spent  in 
commercial  engineering  work. 

"In  the  earlier  periods  of  the  course  they  are  taught 
the  use  of  price  books,  cost  advices,  and  cost  issues; 
they  correct  these  books  and  keep  them  up  to  date, 
and  thus  familiarize  themselves  with  the  terms  and 
relative  values  of  the  items  entering  into  switchboard 
products.  They  also  price  and  check  proposals  which 
are  later  submitted  to  customers  of  the  company 
through  the  salesmen  in  the  various  district  offices. 
While  doing  this  work,  the  young  women  act  as  assis- 
tants to  expert  estimators  or  proposal  engineers  and 
learn  the  details  of  estimating  and  the  cost  of  build- 


Education  169 

ing  a  switchboard  far  in  advance  of  actual  construc- 
tion work. 

"These  young  women  are  being  trained  as  commer- 
cial engineers,  a  profession  they  never  could  have  at- 
tained without  the  instruction  given  by  the  plant.  It 
took  the  war  to  bring  out  their  capabilities,  it  is  true, 
but  nevertheless  it  shows  that  the  company  was  far- 
sighted  enough  to  train  them  to  advantage.  You  can 
readily  appreciate  what  such  advanced  training  under 
plant  tutelage  means  in  added  service  to  the  company 
and  what  it  means  in  spirit  of  work  on  the  part  of 
the  young  women.  It  is  in  no  way  a  philanthropic 
measure;  it  is  an  indication  of  the  appreciation  of 
the  fact  that  efficiency  means  getting  the  highest  pos- 
sible service  that  an  individual  can  give  through  the 
highest  possible  training. 

VOCATIONAL  COURSES 

"Together  with  these  schools  that  are  maintained 
during  working  hours,  this  company  conducts  what 
is  known  as  vocation  school  courses.  The  classes  are 
held  inside  the  works  and  are  open  to  employees  only. 
They  convene  immediately  after  the  close  of  the  work- 
ing day.  The  curriculum  and  the  courses  of  instruc- 
tion are  under  the  direction  of  both  the  company  and 
the  various  city  boards  of  education.  The  tuition 
and  the  use  of  books  cost  nothing  if  the  students  at- 
tend eighty  per  cent,  of  the  sessions.  Courses  are  of- 


170  Humanizing  Industry 

fered  in  typewriting,  elementary  bookkeeping,  stenog- 
raphy, accountancy,  dictaphone  dictation  and  other 
subjects  of  commercial  vocational  value. 

"At  some  of  the  plants,  the  company  has  arranged 
for  its  employees  to  take  extension  courses  in  mathe- 
matics, economics,  foreign  languages  and  advanced 
English  at  the  state  universities. 


EXTENSION  COURSES 

"During  the  1917-1918  semesters,  eighty-five  per 
cent,  of  the  total  number  of  evening  students  at  one 
of  the  colleges  were  employees  of  this  company.  The 
students  are  afforded  the  opportunity  of  sitting  under 
instructors  and  professors  in  the  college  classrooms 
and  in  a  college  atmosphere.  The  subjects  they  study 
are  higher  mathematics,  physics,  chemistry,  elemen- 
tary electricity,  electrical  engineering,  Spanish, 
French  and  advanced  English.  You  may  reasonably 
say,  then,  that  the  credit  of  this  work  should,  in  just- 
ice, not  be  given  to  the  company  but  to  the  student 
who  is  merely  taking  advantage  of  the  proximity  of 
the  schools.  Apropos  of  that,  it  may  interest  you  to 
know  that  it  is  the  policy  of  the  company  to  return 
half  of  the  tuition  fees  to  those  employees  whose  at- 
tendance record  is  eighty  per  cent.  You  can  readily 
appreciate  what  a  help  and  an  incentive  that  is  to 
young  men  who  are  anxious  to  gain  an  education  but 


Education  171 

who  might  be  prevented  from  doing  so  by  lack  of 
funds. 

"The  University  of  Indiana,  Union  College,  the 
Massachusetts  Institute  of  Technology,  Boston  Uni- 
versity, the  Massachusetts  State  Board  of  Education 
are  some  of  the  recognized  educational  institutions 
with  which  this  company  cooperates. 

"Where  the  plants  are  not  immediately  accessible 
to  colleges  and  universities,  evening  classes  in  ad- 
vanced subjects  are  held  in  the  works.  Courses  are 
given  in  algebra,  elementary  drawing,  advanced  elec- 
tricity, advanced  mathematics,  tool  design  and  one  or 
two  foreign  languages.  Individual  cases  are  known 
where  graduates  of  these  technical  courses  are  now 
holding  positions  that  formerly  required  college 
training.  A  small  fee  is  charged  at  the  beginning  of 
the  course.  This  is  refunded  to  all  the  men  who  pass 
their  examination  with  a  mark  of  seventy-five  per 
cent. 

"This  company  also  maintains  a  research  laboratory 
which  holds  weekly  lectures  during  the  winter 
months.  The  purpose  of  these  lectures  is  to  familiar- 
ize the  employees  with  what  is  being  done  in  the  field 
of  research.  The  plant  library,  which  is  one  of  the 
big  features  of  the  educational  work,  cooperates  with 
the  laboratory  in  having  on  hand  all  material  bearing 
upon  the  subjects  under  discussion.  This  library,  by 
the  way,  is  one  of  the  important  institutions  in  in- 
dustrial education  work.  As  I  shall  later  show  you, 


172  Humanizing  Industry 

the  movement  to  introduce  them  into  factories,  plants 
and  sales  establishments  has  now  become  wide- 
spread. 

"The  United  Shoe  Machinery  Company  is  another 
progressive  industrial  establishment  which  has  given 
this  matter  of  apprenticeship  education  its  earnest  at- 
tention. The  manner  in  which  these  apprentices,  so 
called,  are  given  the  opportunity  to  train  themselves 
to  become  expert  mechanics  is  unique.  The  city  high 
school  and  the  plant  directors  cooperate  in  this  work. 
There  are  two  groups  of  boys,  ranging  from  fourteen 
to  eighteen  years.  These  alternate  between  attend- 
ance at  the  school  and  attendance  at  the  works.  One 
week  is  spent  by  the  first  group  at  the  school  while 
the  second  applies  its  theoretical  education  in  the 
shops.  The  second  week  they  turn  about  and  alter- 
nate. The  company  hires  competent  instructors  in 
the  factory  who  supervise  the  work  of  the  boys.  The 
city  in  its  high  school  provides  instruction  in  shop 
methods,  English,  mathematics,  drawing,  chemistry 
and  other  correlative  subjects. 

"The  boys  receive  one-half  the  wages  paid  to  men 
working  on  full  time  performing  the  same  work,  the 
other  half  going  toward  the  expenses  of  the  school. 
Even  with  half  the  regular  wage  going  to  the  school 
the  company  reports  that  it  is  compelled  to  make  up 
a  deficit  every  year.  Nevertheless  it  is  willing  to  do 
this,  from  the  point  of  view  of  added  service  and  bet- 
ter type  of  service.  It  is  training  its  employees  in 


Education  173 

its  own  methods  and  in  its  own  work  and  the  gain 
more  than  makes  up  for  the  original  outlay. 

"The  boys  are  under  factory  discipline,  work  fac- 
tory hours,  and  have  positions  open  to  them  at  expert 
wages  as  soon  as  they  graduate  from  their  courses. 

^Individual  attention  is  given  to  individual  pupils 
and  a  boy  is  allowed  to  specialize  on  those  machines 
for  which  he  shows  a  special  aptitude.  The  subjects 
taken  up  are  mechanical  drawing,  machine  designing, 
shop  mathematics,  and  electricity  and  chemistry  as 
applied  to  machinery.  Special  attention  is  given  to 
the  cultural  subjects  so  that  the  boy  may  find  him- 
self at  ease  among  the  business  associates  he  may  later 
meet. 

"The  Massachusetts  Commission  of  Education  con- 
trols the  work  in  this  plant.  All  courses  are  under 
direct  supervision  of  a  board  consisting  of  five  mem- 
bers of  the  school  board  and  one  representative  of  the 
factory  appointed  by  the  mayor  of  the  city  upon 
nomination  of  the  directors  of  the  plant.  The  com- 
bination works  for  the  good  of  the  boys,  inasmuch  as 
the  two  factors  in  industrial  education  can  check  each 
other  up  in  planning  the  training  of  the  future  me- 
chanics. 

"The  Westinghouse  Electric  and  Manufacturing 
Company  maintains  a  night  school  where  its  em- 
ployees may  study  the  fundamental  principles  of  engi- 
neering and  shop  work.  They  also  have  an  appren- 
ticeship plan  whereby  a  man  or  boy  can  get  four 


174  Humanizing  Industry 

hours'  tuition  every  week  under  skilled  instructors. 
The  Solvay  Process  Company  is  another  company  that 
maintains  a  mechanics'  school  that  is  in  a  good  meas- 
ure similar  to  the  one  of  the  shoe  organization  I  have 
mentioned  before.  The  boys  work  and  attend  school 
on  a  half  and  half  basis  and  are  paid  an  amount  suffi- 
cient to  meet  their  needs  while  being  trained.  The 
Warner  &  Swasey  Company  of  Cleveland,  specializing 
in  astronomical  instruments,  does  wrork  along  the 
same  line. 

"This  work  of  educating  and  helping  the  employee 
to  advance  himself  along  the  lines  in  which  he  is  most 
interested  is  not  peculiar  to  the  mechanical  or  shop 
industries.  Organizations  employing  a  large  office 
force  and  department  stores  relying  upon  large  sales 
forces  have  adopted  an  educational  system  to  meet 
their  individual  needs. 

"Swift  &  Company  has  taken  a  special  interest  in 
its  office  boys.  Working  in  cooperation  with  the  city 
Board  of  Education,  the  company  maintains  a  con- 
tinuation school  where  the  boy  may  take  a  course  that 
is  practically  the  same  as  a  two-year  accounting 
course  in  the  public  high  schools.  Two  teachers  give 
their  entire  time  to  the  work.  The  enrollment  in- 
cludes boys  who  have  completed  the  fifth  grade  in 
the  elementary  schools  as  well  as  those  who  have  had 
an  academic  high  school  education.  Weekly  lectures 
are  given  the  students  by  men  interested  in  the  vari- 
ous departments  of  the  large  plant  with  the  end  in 


Education  175 

view  of  making  the  boys  familiar  with  the  rules  and 
laws  governing  the  smooth  running  of  an  organization 
of  this  type.  There  is  distinct  effort  made  to  prepare 
the  boy  to  take  a  more  responsible  position  in  the 
firm  just  as  soon  as  his  ability  warrants  it.  An  interest- 
ing incentive  to  make  the  boys  attend  the  classes 
regularly  is  the  annual  award  of  a  week's  vacation 
at  the  expense  of  the  company. 

"The  department  stores  have  perhaps  taken  the 
greatest  strides  in  the  work  of  educating  their  em- 
ployees in  sales  and  office  practice.  The  Lord  & 
Taylor  and  the  Altman  shops  in  New  York  City,  the 
Wanamaker  shops  in  Philadelphia;  the  Filene  shops 
in  Boston;  the  Marshall  Field  in  Chicago;  the  May 
Company  and  the  Halle  Brothers  shops  in  Cleveland, 
all  of  these  are  representative  of  the  work  done  by  a 
far  greater  number  of  them  in  the  way  of  helping 
the  young  men  or  women  reach  a  higher  notch  in  the 
industrial  scale. 

"The  Wanamaker  Commercial  Institute,  for  in- 
stance, has  now  become  a  well-established  educational 
force  in  the  life  of  the  Wanamaker  employees.  The 
organization  maintains  twenty-five  instructors  to 
teach  the  three  rudimentary  subjects  as  well  as  the 
more  advanced  subjects  of  bookkeeping,  stenography, 
business  correspondence,  commercial  geography,  com- 
mercial law  and  general  business  methods. 

"Boys  and  girls  under  sixteen  years  are  required 
to  attend  school  for  two  hours  every  day,  the  time 


Ij6  Humanizing  Industry 

being  taken  off  from  business  hours.  The  older  boys 
are  expected  to  attend  the  Wanamaker  evening 
schools  twice  a  week.  They  eat  their  evening  meal 
at  the  plant  and  attend  the  sessions  afterwards. 

"This  establishment  also  conducts  dressmaking  and 
millinery  courses  for  its  women  employees. 

"The  Lord  &  Taylor  shops  and  the  Altman  shop  in 
New  York  are  doing  admirable  work  along  these  lines. 
The  first  has  the  entire  eleventh  floor  given  over  to 
the  physical  and  mental  betterment  work  of  their  em- 
ployees. The  second  has  several  floors  reserved  for 
this  type  of  work. 

"A  visit  to  the  upper  floors  of  the  latter  is  com- 
parable to  a  visit  to  an  educational  institution  of  the 
best  type.  The  classrooms  are  equipped  in  the  most 
modern  fashion  with  chairs,  desks,  blackboards  and 
charts.  During  the  morning  hours  the  junior  em- 
ployees of  the  firm  are  expected  to  attend  the  classes 
where  instruction  is  given  them  in  the  elementary 
subjects  which  they  were  forced  to  miss  on  account 
of  the  economic  conditions  which  make  them  wage- 
earners  at  an  early  age.  The  instructors  are  well- 
trained,  well-paid  men  and  women  who  are  on  the  lists 
of  the  city  board  of  education.  All  of  them  have 
passed  the  none  too  easy  teaching  examinations  that 
the  city  of  New  York  gives.  The  methods  they  apply 
are  based  on  an  appreciation  of  the  fact  that  their 
students  are  already  taking  a  place  in  the  industrial 
life  of  the  city  and  that  they  must  be  appealed  to  from 


Education  177 

angles  differing  greatly  from  those  given  to  the  aver- 
age child  in  the  public  schools.  Direct  contact  is 
made  between  the  work  on  the  blackboard  and  the 
work  in  the  shops  below  them.  The  youngsters  are 
made  to  understand  that  a  knowledge  of  the  capi- 
tals of  the  states,  for  instance,  is  of  practical  value 
in  making  parcel  post  shipments  and  that  in  the 
same  manner  ability  at  mentally  computing  simple 
sums  can  be  applied  in  figuring  out  the  cost  of  postal 
charges.  The  principle  impressed  upon  the  young 
pliant  mind  of  the  child  is  the  one  that  it  is  up  to 
him  to  make  himself  valuable  to  the  firm  and  that 
the  firm  is  willing  to  help  him  up  to  the  highest 
possible  point  that  he  is  capable  of  reaching. 

"These  classes,  as  I  have  said,  are  for  the  younger 
people.  There  are,  in  addition,  graded  courses  for 
the  older  employees.  Every  phase  of  department  store 
activity,  from  the  buying  of  a  hat  to  the  selling  of 
a  picture,  is  made  a  subject  of  study.  The  ordinary 
commercial  subjects  of  stenography,  bookkeeping  and 
typewriting  naturally  fall  in  here.  The  most  inter- 
esting ones,  however,  are  those  dealing  with  sales- 
manship. The  young  man  and  the  young  woman  who 
show  a  marked  aptitude  and  a  natural  appreciation 
of  human  psychology  in  selling  receive  the  oppor- 
tunity to  develop  these  traits  under  expert  instruc- 
tion. It  is  not  a  matter  of  engaging  a  college  or 
university  professor  here.  It  is  one  of  obtaining  the 
services  of  the  most  successful  salesmen  and  heads 


178  Humanizing  Industry 

of  departments  in  the  establishment,  who  can  speak 
to  the  students  from  the  point  of  view  of  the  man 
who  has  tried  out  the  methods  which  he  is  explaining 
and  has  found  them  to  work.  Cost,  profits  and  losses, 
discounts,  all  the  chapters  of  the  romance  of  business 
are  made  vital  in  the  light  of  personal  relationships, 
personal  contact  and  personal  associations. 

"The  attendance  is  not  compulsory.  This  naturally 
weeds  out  those  who  have  no  marked  ability.  Those 
who  come  are  the  ones  for  whom  the  classes  were 
originally  planned — the  men  and  women  who  lost  out 
when  that  force  you  call  life  handed  out  the  silver 
spoons.  The  instruction  is  given  during  business 
hours  during  that  part  of  the  day  when  there  is  a 
natural  lull  in  shopping. 

"And  it  pays,  Hardwick,  it  pays.  It  isn't  done  by 
these  people  because  it  is  the  nice  thing  to  do  or  the 
Christian  thing  to  do  or  the  charitable  thing  to  do. 
It  is  done  because  it  is  a  good  business  investment ;  be- 
cause it  pays  to  work  with  trained,  intelligent  service 
rather  than  with  blindly  seeking,  unintelligent  service. 

"I  have  always  seen  this  problem  in  the  nature  of 
an  old  geometrical  theorem.  <A  straight  line  is  the 
shortest  distance  between  two  points.'  What's  that 
got  to  do  with  this,  you  say?  A  great  deal.  You  as 
an  employer  of  labor  are  interested  in  the  success  of 
your  plant.  The  different  Larrys  that  work  for  you 
are  interested  in  their  own  success.  Success,  then, 
is  the  aim  toward  which  both  of  you  work.  In  the 


Education  179 

long  run,  in  the  very  long  run,  you  may  reach  the 
point  toward  which  you  are  to-day  aiming.  In  the 
same  manner  in  just  as  long  a  run  Larry  may  reach 
the  point  toward  which  he  is  to-day  aiming.  Remem- 
ber I  say,  the  point  toward  which  you  are  to-day  aim- 
ing. Not  the  point  toward  which  you  may  aim  a  year 
from  now.  When  you  come  down  to  rock  bottom  you 
and  Larry  are  really  working  for  the  same  thing. 
Neither  you  nor  he  may  be  willing  to  admit  it,  but 
think  it  over  and  you  will  grant  that  there  is  a 
definite  relationship  between  the  success  of  the  two  of 
you:  Larry,  please  take  note,  representing  dormant 
abilities  and  you  standing  for  intelligent  but  drows- 
ing directive  force. 

"Well  now,  what  do  the  both  of  you  do  in  this  blind 
effort  for  gaining  success?  Larry  blind,  because  the 
circumstances  of  birth  and  position  have  made  him 
so,  and  you  because  you  will  not  see,  or  rather,  do  not 
seek  to  see.  You  make  many  wasteful  movements,  go 
many  unnecessary  distances,  try  many  useless  make- 
shifts and  then  five  years  from  now  you  reach  the 
point  that  you  might,  under  more  scientific  and  more 
geometrically  true  methods,  have  reached  in  a  year's 
time.  The  same  with  Larry.  Except  that  he  cannot 
educate  himself  to  the  extent  that  you  can.  He  will 
take  tedious,  tiresome,  wasteful  roundabout  methods 
and  in  five  years  from  now,  he  too,  maybe,  will  have 
reached  a  point  that  he  might  under  happier  and 
more  favorable  conditions  have  reached  in  a  year's 


180  Humanizing  Industry 

time.  It's  waste,  Hardwick,  wrong  and  cruel  waste 
of  human  energy  and  human  ability.  A  straight  line 
is  the  shortest  distance  between  two  points.  Science 
has  made  use  of  that  theorem  in  industry.  There  is 
no  more  need  of  searching  blindly  and  experimenting 
foolishly.  Certain  means  have  been  discovered  and 
tested  to  be  the  efficient  means  toward  reaching  a 
given  point.  By  efficient  means  I  mean  those  that 
will  give  the  best  results  in  the  shortest  time.  Edu- 
cating the  brains  that  are  capable  of  education  is  one 
of  those  short  lines  of  efficiency."  Struthers  paused. 
"You  get  what  I  am  driving  at?"  he  asked. 
Hardwick  inclined  his  head. 
"I  get  what  you  are  driving  at.  Go  ahead." 
"Another  thing  about  this  problem  of  industrial 
education.  Something  that  has  failed  to  dawn  upon 
the  eyes  of  our  academic  educators.  The  newer  move- 
ment in  education  insists  on  the  application  of  psy- 
cology  in  teaching.  One  of  their  tenets  is  'Study  the 
natural  bent  of  the  child's  mind  and  develop  it.'  An- 
other is,  'Go  from  the  concrete  to  the  abstract  and 
explain  the  abstract  by  definite  association  with  the 
concrete.'  Very  good  and  very  true.  Both  of  them 
are  valuable  in  their  requirements.  What  do  we,  how- 
ever, get  in  our  education  system  that  is  offered  as 
example  of  the  value  of  these  laws?  A  Montessori 
system  which  is  good  as  far  as  it  goes.  But  how  far 
does  it  go?  To  the  child  in  the  kindergarten  age.  A 
few  other  systems  where  the  girl  is  given  an  hour's 


Education  181 

training  in  a  cooking-room  and  the  boy  an  hour's 
work  in  a  school  shoproom.  But  is  this  education 
in  the  true  sense  of  the  word?  Are  those  very  valua- 
ble tenets  which  the  psychologists  have  unearthed 
applied  in  those  subjects  that  will  mean  the  livelihood 
of  the  boy  or  the  girl?  By  no  means.  The  girl  who 
expects  to  go  into  a  business  office  sees  no  relation 
between  the  sums  on  the  school  blackboard  and  the 
work  she  expects  to  follow.  The  boy  who  is  interested 
in  electrical  apparatus  is  bored  stiff  with  formulsa 
that  to  him  have  no  relation  to  electrical  voltage.  The 
theory  of  education  is  there ;  it  is  the  correct  theory, 
but  what  exactly  is  done  with  it  in  the  field  that  saw 
its  origin?  Nothing.  The  schools  to-day  are  going 
on  teaching  subjects  in  pretty  much  the  same  way 
that  they  were  taught  ten  and  twenty  and  thirty  years 
ago.  Learned  and  erudite  educators  talk  of  the  need 
of  applying  scientific  methods  to  education  and  that's 
where  the  matter  ends,  to  a  great  extent.  Except  for 
a  few  abortive  psychological  tests  that  tend  to  prove 
that  the  mind  of  a  switchboard  operator  is  of  a  higher 
type  than  that  of  a  farmer.  That  is  no  joke.  Shortly 
after  we  entered  the  war  the  army  published  a  table 
of  brain  values  based  entirely  on  mental  reactions 
to  certain  stimuli.  In  that  table  the  farmer  made  a 
very  poor  showing  for  the  simple  reason  that  effi- 
ciency in  his  work  is  not  based  on  rapid  automatic 
movements  as  it  is  in  the  case  of  the  telephone 
operator.  L 


1 82  Humanizing  Industry 

"Nevertheless,  that  table  was  taken  as  an  indica- 
tion of  the  caliber  of  the  gray  matter  of  the  people 
tested.  So  valuable  was  it  thought  that  some  of  our 
colleges  have  substituted  it  for  their  former  entrance 
examinations.  I  have  no  quarrel  with  them.  They 
have  gotten  hold  of  a  new  subject  and  are  playing 
with  it.  Some  day,  maybe,  they  will  properly  apply 
it  to  their  educational  methods  or  admit  that  it  can  be 
applied  only  in  arrangements  such  as  are  possible 
when  working  in  cooperation  with  industrial,  busi- 
ness or  scientific  organizations. 

"I  have  gone  a  long  way  round,  but  this  is  what  I 
am  getting  at.  While  these  learned  people  have  gone 
about  discovering  laws  and  psychological  truths,  our 
industrial  world  has  been  applying  them.  'Study  the 
natural  bent  of  the  child's  mind  and  develop  it,'  they 
said.  That  in  the  main  is  what  our  industrial  educa- 
tional programs  are  doing.  The  boy  who  shows  a 
marked  tendency  toward  mechanics  is  allowed  to 
develop  that  tendency.  In  those  establishments,  that 
is,  where  there  is  an  appreciation  of  the  value  of  it. 
'Go  from  the  concrete  to  the  abstract  and  explain  the 
abstract  by  definite  association  with  the  concrete.'  No 
better  example  of  that  can  be  given  than  in  the 
apprenticeship  courses  and  the  extension  and  commer- 
cial courses  about  which  I  have  spoken.  I  tell  you, 
Hardwick,  that  it  is  in  industry  that  we  are  making 
the  biggest  strides.  The  pity  of  it  is  that  there  aren't 
more  that  are  keeping  up  with  those  in  the  front 


Education  183 

ranks.  The  pity  of  it  is  that  more  of  you  don't  know 
what  the  best  of  you  are  doing.  The  pity  of  it  is  that 
all  of  you  are  not  aware  of  what  a  fine,  healthy,  power- 
ful and  constructive  thing  American  industry  is  in 
its  best  phases.  That  will  come  in  time,  I  suppose, 
but,  Hardwick,  hear  me.  If  people  like  you  would  show 
what  has  been  done  and  what  can  be  done,  then  the 
people,  not  like  Hurley,  for  Hurley  is  a  fine  type  of 
man,  but  people  like  the  ones  who  have  been  filling 
Hurley  with  vile  and  vicious  stuff  could  not  make 
capital  of  isolated  cases  of  what  has  been  woefully 
neglected  and  has  not  been  done. 

PLANT  LIBRARIES 

"However,  I  want  to  go  on  and  tell  you  what  else 
has  been  done  along  this  work  of  stimulating  the  em- 
ployee to  grow  to  the  extent  that  he  cares  to  or  wants 
to  grow.  I  believe  I  have  said  something  to  you 
about  the  installation  of  libraries  in  industrial  estab- 
lishments. A  recent  report  of  the  Bureau  of  Labor 
statistics  declared  that  ninety-nine  establishments 
reported  work  done  along  this  line.  I  think  this  is 
a  very  conservative  estimate  of  the  number  of  plant 
libraries  really  in  existence.  Nevertheless,  it  is  an 
indication  that  the  movement  has  gained  an  impetus. 
These  libraries  are  of  various  sorts.  First  of  all,  there 
is  the  library  whose  books  are  bought  entirely  by  the 
management.  Second,  there  is  the  one  whose  books 


184  Humanizing  Industry 

consist  partly  of  those  donated  by  the  firm  and  those 
lent  from  some  adjacent  public  library,  and  third, 
there  is  the  one  all  of  whose  books  are  borrowed  from 
the  public  library.  This  last  one  is  in  effect  a  branch 
of  the  public  libraries.  They  serve  to  offer,  within 
easy  reach  of  the  employee,  something  that  is  worth 
while  in  literature.  If  you  are  interested  in  psychol- 
ogy, it  is  again  the  sensible  application  of  the  law  of 
selection.  Substitute  a  valuable  thing  for  a  wasteful 
or  vicious  thing  to  train  the  faculty  of  selection. 

"Not  a  few  of  the  books  found  in  most  of  the  plant 
libraries  are  related  to  the  work  done  in  the  plant. 
Where  there  are  apprenticeship  courses  they  are  of 
great  value  in  elaboration  of  the  subject  matter  taught 
in  the  laboratories  or  shops.  They  are  of  value  in  any 
case.  They  serve  to  build  up  a  pleasant  association 
with  the  shops.  They  are  something  apart  from  the 
routine  of  the  work  and  serve  to  show  that  the  plant 
means  something  more  than  so  many  hours  of  service 
at  so  much  per  hour. 

"Most  of  the  insurance  companies  have  installed 
libraries  of  this  sort.  They  have  special  hours  when 
the  employee  may  come  and  have  his  book  changed. 
The  same  nominal  fee  is  charged  for  lapses  in  return 
as  is  charged  in  the  public  libraries.  A  good  many 
of  the  department  stores  are  cooperating  with  the 
public  libraries  in  this  work.  Rest  periods  have  come 
to  mean  something  definite  in  the  case  of  the  Altman 
employees,  for  instance.  They  spend  the  time  reading. 


Education  185 

The  steel  companies  also  have  incorporated  the  plant 
library  in  their  establishments.  The  Shredded  Wheat 
people,  who  give  daily  rest  periods  of  from  thirty  min- 
utes to  one  hour,  have  installed  a  public  library  for 
their  employees. 

"Some  time  ago,  the  Cleveland  Chamber  of  Com- 
merce, composed  of  business  men  interested  in 
industrial  betterment  work,  formulated  a  highly  pro- 
gressive program  in  which  the  shop  library  took  a 
prominent  place.  This  program  has  been  religiously 
followed  by  some  of  the  more  progressive  business 
men  in  that  city.  Included  among  those  are  the 
Warner  &  Swasey  Company,  makers  of  tools  and 
astronomical  instruments;  the  Sherwin-Williams 
Company,  makers  of  paints  and  varnishes;  the  Me- 
chanical Rubber  Company,  makers  of  rubber  goods, 
and  the  Kaynee  Company,  makers  of  children's  gar- 
ments. There  are  others  too,  but  I  am  giving  you 
these  few  to  show  the  variety  of  industries  that  have 
arrived  at  an  appreciation  of  the  value  of  this  form  of 
welfare  work. 

"There  is  no  reason  why  this  library  work  and  the 
elementary  school  extension  courses  should  not  be 
part  of  the  educational  work  of  every  organization. 
Even  if  nothing  else  is  done  this  much  can  be  done. 
The  public  education  institutions  are  glad  to  cooper- 
ate with  the  plants.  This  has  been  demonstrated  by 
the  vast  number  of  establishments  that  are  to-day 
reporting  the  fine  results  of  the  work  carried  on  in 


186  Humanizing  Industry 

industrial  organizations  by  public  school  teachers  and 
the  public  library  extension  branches. 


RECREATION 

"Rightfully  coming  under  the  head  of  educational 
work  are  the  recreational  movements.  These  have 
taken  different  forms  in  different  organizations.  Some 
owners  have  introduced  employees'  club  rooms  into 
their  plants;  others  have  built  outdoor  recreational 
grounds,  including  tennis  courts,  baseball  fields,  chil- 
dren's playgrounds ;  still  others  have  organized  swim- 
ming clubs,  music  clubs,  glee  clubs,  bowling  clubs, 
baseball  clubs,  everything  in  fact  that  will  give  the 
employee  the  opportunity  for  wholesome  recreation 
during  those  hours  when  he  is  not  working.  The 
H.  &  J.  Heinz  Company,  for  instance,  has  a  roof 
garden  for  its  employees ;  the  Western  Electric  Com- 
pany has  well-kept  tennis  courts  and  baseball  fields; 
the  Endicott-Johnson  Company,  employing  over  fif- 
teen thousand  men,  has  introduced  all  forms  of  recrea- 
tional equipment  for  its  employees  and  their  families. 
It  may  be  an  interesting  thing  to  note  in  this  capacity 
that  this  firm  during  the  thirty-five  years  of  its  exist- 
ence has  had  no  strike.  The  United  Shoe  Machinery 
Company  has  greatly  developed  the  recreational  feat- 
ure of  its  work.  Recently  it  decided  to  give  one  day 
of  the  year  to  holding  athletic  meets.  Contests  are 
staged  in  tennis,  cricket,  golf,  baseball,  and  all  the 


Education  187 

other  outdoor  sports.  Kaces  of  all  sorts,  games,  ex- 
hibits of  poultry,  vegetables  and  flowers,  sideshows 
and  music,  make  it  difficult  to  realize  that  it  is  all  a 
part  of  the  life  of  the  workers  in  a  large  factory. 

"The  center  of  all  the  activity  in  this  company  is 
the  clubhouse  of  the  company  athletic  association. 
This  organization  is  composed  mainly  of  the  men  and 
women  who  work  in  the  factory.  There  are  in  addi- 
tion a  number  of  the  people  in  the  community.  Any 
employee  of  the  company  is  eligible  to  membership  and 
to  all  the  privileges  of  the  association  on  payment  of 
one  dollar  a  year.  It  has  been  discovered  that  the 
men  and  women  feel  much  freer  to  make  use  of  the 
equipment  to  the  best  advantage  when  they  pay  a 
nominal  fee.  The  clubhouse  contains  a  theater,  an 
auditorium,  a  library,  card  and  lounging  rooms,  bil- 
liard and  pool  tables,  bowling  alleys  and  other  attrac- 
tive equipment.  Most  of  the  social  activities  of  the 
town  radiate  from  that. 

"Recreational  programs  very  much  along  the  same 
lines  have  been  adopted  by  a  number  of  the  steel 
companies.  The  United  States  Steel  Corporation, 
for  instance,  has  an  average  daily  attendance  of  some 
eighteen  thousand  children  in  the  one  hundred  and 
forty-eight  children's  playgrounds  it  has  built  within 
the  limits  of  some  of  its  works.  Together  with  these, 
it  has  musical  organizations  of  various  sorts.  The 
Clubhouse  at  Morgan  Park  where  the  men  foregather 
is  one  of  the  show  places  of  the  communities.  It  is 


l88  Humanizing  Industry 

equipped  with  a  gymnasium,  swimming  pool,  and 
auditorium  with  a  stage,  lecture  rooms  and  class- 
rooms, a  men's  club  section  comprising  a  reading  and 
reception  room;  a  women's  club  section  containing 
reading  and  reception  rooms  plus  a  kitchen;  and  a 
juniors'  club  section  for  the  boys  and  girls  of  the 
community. 

"Smaller  establishments  have  adopted  this  type  of 
plant  improvement  work  on  a  smaller  scale.  Note  I 
say  plant  improvement  work,  and  not  employee's  im- 
provement work  or  social  work.  It  all  reverts  to  my 
old  theory  of  efficiency.  These  people  are  made  to 
feel  that  their  employers  are  interested  in  them  to  a 
greater  extent  than  just  the  amount  of  work  that  can 
be  gotten  out  of  them.  They  can  see  proof  of  it  in 
a  way  that  makes  a  strong  appeal  to  them.  The  op- 
portunity to  play  is  given  them. 

"Again,  Hardwick,  I  say  that  this  is  where  indus- 
'try  is  far  ahead  of  our  theoretical  educators  in  the 
practice  of  the  best  methods  of  relating  human  en- 
deavor to  education.  Again,  those  learned  professors 
of  ours  talk,  and  rightly  so,  about  the  relation  of 
physical  recreative  activity  to  physical  or  mental 
work.  Where  do  we  see  it  most  thoroughly  carried 
out?  In  the  best  phases  of  industry.  Our  schools 
inaugurate  athletic  programs  of  this  sort,  it  is  true, 
but  it  entirely  is  a  school  affair,  like  an  alma  mater 
song  or  a  class  yell.  Once  the  men  get  out,  there  is 
no  attempt,  no  conscious  attempt,  that  is,  to  continue 


Education  189 

this  work  of  educating  the  body  so  that  the  mental 
and  physical  fibers  may  live.  The  result?  These 
fibers  don't  live.  They  die  out  and  men  grow  weak 
and  old  and  tired.  They  call  on  their  resources  with- 
out stint  and  make  no  effort  to  replenish  them. 

"There  is  sound  common  sense,  besides  a  spirit  of 
good  will,  that  lies  behind  the  introduction  of  recrea- 
tional work  in  industry.  It  is  the  same  sort  of  com- 
mon sense  that  makes  a  good  engineer  overhaul  his 
machinery  every  once  so  often  without  waiting  for 
the  parts  to  break  down.  He  appreciates  that  the 
more  attention  he  gives  to  the  maintenance  of  his 
engines  the  less  money  he  will  have  to  spend  in  repairs. 

"Another  thing  about  the  results  and  effects  of  this 
work.  I  have  spoken  to  you  about  the  apprentice- 
ship courses  and  the  extension  courses.  Just  as  soon 
as  a  man  definitely  links  himself  up  with  one  of  these 
he  immediately  becomes  an  integral  part  of  the  spirit 
of  the  impulse  that  moved  the  organization  to  plan 
the  work.  He  belongs.  He  feels  that  something  valu- 
able has  been  placed  within  reach  of  him  by  virtue 
of  the  fact  that  he  is  a  member  of  the  organization 
and  all  that  he  must  do  is  to  stretch  out  his  hand  and 
take  it. 

"This,  however,  applies  only  to  the  type  of  em- 
ployee who  is  able  to  take  advantage  of  such  oppor- 
tunities, the  man  who  is  mentally  or  mechanically 
above  the  job  that  he  holds.  It  does  not,  however, 
hold  true  of  the  type  of  employee  who  has  reached  the 


190  Humanizing  Industry 

peak  of  his  ability,  the  man  who  is  a  good  mechanic, 
for  instance,  and  who  is  satisfied  with  being  a  good 
mechanic,  the  man  who  under  the  most  favorable  cir- 
cumstances would  be  and  could  be  nothing  else  but  a 
good  mechanic.  He  is  a  valuable  adjunct  to  the 
works;  in  his  way,  just  as  valuable  as  the  man  who 
is  studying  to  become  a  pattern  maker  or  an  electrical 
expert. 

"Something  has  been  done  to  stimulate  the  interest 
of  the  first  type  of  employee  by  making  an  appeal  to  his 
mental  faculties.  He  is  interested  in  the  success  of 
the  plant.  Something  of  the  same  nature  must  be 
offered  to  the  second  type  of  employee.  The  recrea- 
tional program  serves  that  purpose.  Just  as  the  first 
type  will  take  advantage  of  the  opportunity  to  edu- 
cate his  hand  and  his  mind,  even  so  will  the  second 
take  advantage  of  the  faculties  offered  him  to  recreate 
his  body.  He  may  not  appreciate  that  he  is  doing 
that.  He  does,  however,  feel  that  something  has  been 
done  to  make  his  leisure  hours  more  happy  and  he 
acquires  the  same  sort  of  kinship  with  the  plant  that 
the  first  group  does.  It  begins  to  take  on  the  outlines 
of  a  factor  in  a  rounded  life  and  ceases  to  be  an  over- 
shadowing and  unpleasant  specter  that  means  noth- 
ing but  work.  He,  too,  begins  to  feel  that  he  belongs. 
And  that,  Hardwick,  is  not  a  bad  feeling  to  have 
among  your  men."  Struthers  paused,  then  continued 
quietly :  t 

"Neither  is  it  a  bad  feeling  for  you  to  acquire." 


Education  191 

Hardwick  lifted  his  brows  in  question. 

"What  do  you  mean  by  that?"  he  asked. 

"Just  what  I  said,"  Struthers  replied.  "You  under- 
stand what  I  meant  when  I  said  that  the  man  begins 
to  feel  that  he  belongs  just  as  soon  as  he  begins  to 
use  the  opportunities  offered  him  to  improve  himself. 
Or  maybe  you  didn't  understand.  I  did  not  use  the 
word  to  indicate  a  possessive  sense  of  any  sort.  I  did 
not  mean  that  he  belonged  to  anybody  or  anything. 
I  meant  just  what  I  said.  He  belongs.  The  way  a 
man  belongs  to  a  club  or  an  order  or  a  circle.  He  is 
part  of  it;  he  is  a  member  of  it.  He  is  interested  in 
its  growth  and  well-being.  Do  you  catch  my  drift?" 

Hardwick  laughed. 

"Of  course  I  catch  your  drift  so  far  as  the  men  are 
concerned,"  he  said,  "but  I  don't  quite  get  it  as  far 
as  I  am.  Haven't  I  always  belonged?  Haven't  I  al- 
ways been  interested  in  the  growth  and  the  well-being 
of  the  plant?  I  am  afraid  you've  steered  a  bit  off  the 
tracks  there,  Struthers." 

"No,  I  haven't,"  was  the  serious  reply.  "When  you 
say  that  you've  always  been  interested  in  the  growth 
and  the  well-being  of  the  plant  you  are  right.  But 
when  you  say  you  have  belonged  you  are  wrong.  You 
have  not  belonged  for  the  simple  reason  that  there 
was  nothing  to  belong  to.  As  a  matter  of  fact  the 
plant  belonged  to  you  and  that  was  where  the  matter 
ended.  You  were  interested  in  your  belonging,  in 
your  possession,  with  the  accent  on  the  'your.'  Apart 


192  Humanizing  Industry 

from  that,  the  plant  and  the  men  in  it  have  meant 
rather  little.  Come,  confess.  I  am  not  entirely 
wrong." 

"No,  nor  entirely  right.  Don't  forget,  Struthers, 
that  even  just  as  I  may  not  understand  the  workings 
of  the  mind  of  my  employees,  they — and  you — do  not 
understand  the  trappings  of  mine.  On  the  surface 
things  may  look  pretty  dark  and  black,  but  neither 
they  nor  you  know  of  the  things  that  lie  underneath 
the  surface.  Understand,  Struthers,  that  just  as  nec- 
essary as  it  is  for  me  to  appreciate  their  needs,  it  is 
necessary  for  them  to  understand  that  my  path  is  not 
all  easy  sailing  and  that  there  are  rocks  and  reefs 
of  which  they  have  no  conception.  And  want  to  have 
no  conceptions  of.  And  are  incapable  of  conceiving. 
If,  as  you  say,  I  did  not  belong  because  there  was  noth- 
ing to  belong  to,  the  fault  may  have  been  one  of  con- 
ditions rather  than  the  lack  of  desire.  Surely  you 
understand  that  every  man  at  the  head  of  any  sort 
of  a  creative  plant  wants  to  make  of  it  the  best 
thing." 

Struthers  nodded  his  head  in  affirmation. 

"Of  course,"  he  agreed.  "But  it  is  a  matter  of  defi- 
nition of  term  there.  To  one  man  the  best  thing  may 
be  one  thing,  to  another  it  means  something  else.  You 
understand  that,  of  course.  What  I  am  endeavoring 
to  show  you  is  that  the  best  thing  is  the  thing  that 
brings  the  happiest  result  when  viewed  from  every 
angle.  In  your  endeavor  to  make  your  plant  a  sue- 


Education  193 

cessful  one,  you  tackled  the  work  from  one  angle  only, 
your  angle,  and  let  all  the  others  go  by  the  board.  I 
take  it  the  results  were  not  as  happy  as  you  could  de- 
sire them  to  be.  I  understand,  too,  that  as  the  head 
of  a  plant  you  have  problems  of  whose  nature  your 
men  have  no  conception  and,  as  you  say,  can  have  no 
conception.  But  that  is  your  prerogative  as  the  con- 
trolling factor  of  the  works.  That  is  your  job.  The  way 
in  which  you  manage  it  proves  whether  or  not  you  are 
the  right  man  for  it.  You  have  discovered  that  the 
fact  the  plant  was  handed  down  to  you  by  your  father 
does  not  carry  with  it  the  ability  to  efficiently  run  it. 
Not  according  to  modern  standards,  or,  I  should  say, 
not  according  to  best  standards.  If  you  are  too  square 
to  fit  into  the  hole  that  has  been  made  for  you  and 
you  want  to  succeed  at  the  job,  then  you  have  got  to 
do  the  same  sort  of  things  that  I  have  suggested  that 
you  let  some  of  your  employees  do — educate  yourself. 
In  the  best  methods  of  industrial  management;  learn 
the  things  that  progressive  men  have  inaugurated  in 
their  plants  and  apply  them  to  the  best  advantage  in 
your  own.  There  will  be  something  to  belong  to  when 
you've  done  that  and  not  any  sooner." 

Hardwick's  face  grew  stern.  He  made  no  answer 
to  Struthers.  An  awkward  silence  hung  over  the 
room  for  a  few  minutes.  Struthers  finally  rose. 

"I  am  going,  Hardwick.  I  am  tired  and  there  are 
things  I  want  to  do  before  I  turn  in."  He  paused, 
then  added :  "I  am  sorry  if  I  hurt  you  in  making  per- 


194  Humanizing  Industry 

sonal  reference  to  your  own  case.  It  wasn't  especially 
kind.  But,  man,  the  world  is  not  especially  kind  to 
the  man  who  lags  behind  in  any  race.  And  heaven 
knows,  I  want  to  see  you  in  the  lead.  You  can  be 
there  if  you  want  to.  Good  night." 

Hardwick  inclined  his  head  in  response  as  Struth- 
ers  left  the  room.  He  sat  there  in  his  chair  for  a 
long  time.  Some  of  the  words  of  Struthers  kept  ring- 
ing in  his  ears.  "If  you  are  too  square  to  fit  into  the 
hole  that  has  been  made  for  you  and  you  want  to 
succeed  at  the  job,  then  you  have  got  to  educate  your- 
self. ...  In  the  best  methods  of  industrial  man- 
agement .  .  .  Learn  the  things  that  progressive 
men  have  inaugurated  in  their  plants.  .  .  .  Ap- 
ply them  to  the  best  advantage  in  your  own." 

Hardwick  began  questioning  himself.  Was  he  a 
misfit  in  the  job  that  he  held  in  the  hole  that  had 
been  made  for  him,  as  Struthers  had  expressed  it? 
Made  for  him.  That  was  true.  He  had  been  right 
when  he  had  said  that  none  of  us  got  justice;  that 
some  of  us  got  more  than  we  deserve  and  others  less, 
but  that  the  balance  is  never  equal.  But  the  gift 
of  what  Struthers  was  pleased  to  call  a  greater  share 
of  justice  was  no  indication  that  it  meant  a  greater 
share  of  happiness.  Happiness,  after  all,  depended 
in  the  measure  of  a  person's  success.  And  he  was  not 
happy.  The  plant  had  not  made  him  happy.  The 
men  weren't  happy.  Nothing  connected  with  his  work 
was  happy. 


Education  195 

Hardwick  furrowed  his  brow  in  pain.  Was  that  an 
admission  of  his  weakness;  of  his  inability  to  hold 
down  the  job  that  had  been  given  him?  Was  he  too 
small  for  it?  Were  his  corners  indeed  too  sharp  and 
too  square  to  fit  the  needs  of  present  day  industrial- 
ism? Was  he  a  failure? 

A  failure!  The  word  startled  him.  He  hated  it 
and  feared  it.  He  had  never  had  any  sympathy  for 
failures.  To  him  they  were  indicative  of  foolhardi- 
ness  and  ignorance  of  appreciating  personal  powers 
and  their  limits ;  men  who  attempted  more  than  they 
could  do  in  the  stupid'  conceit  and  belief  in  abilities 
that  did  not  exist.  Failures.  Was  he  going  to  be 
one  of  them?  He  buried  his  head  in  his  hands.  The 
world  was  not  kind  to  men  of  that  sort.  Neither  had 
he  been.  Struthers  had  said  something  about  that. 
What  was  it?  The  world  was  not  especially  kind  to 
the  man  that  lags  behind  in  any  race.  That  was  true. 
Hardwick  winced  under  the  truth  of  it.  Slowly  he 
raised  his  head.  There  was  something  else  Struthers 
had  said.  Funny  how  the  words  of  Struthers  mat- 
tered. What  was  that  he  said?  "I  want  to  see  you 
in  the  lead.  You  can  get  there  if  you  want  to." 
Hardwick  raised  his  head.  Had  Struthers  said  that 
or  was  he  only  imagining  it?  He  searched  his  mind 
and  dramatized  the  departure  of  Struthers.  Yes,  he 
was  sure  the  man  had  said  it.  Well,  he  would  show 
him.  What  was  that  he  had  told  him  to  do?  Oh, 
yes.  Learn  the  things  that  progressive  men  had  in- 


196  Humanizing  Industry 

augurated  in  their  plants  and  apply  them  to  the  best 
advantage  in  his  own.  Hardwick  closed  his  eyes  in 
relief.  He  smiled  at  the  thought  that  followed.  He 
and  Larry  setting  out  on  the  same  road.  He  and 
Larry.  To  build  up  something  to  which  they  both 
could  belong.  He  was  a  sentimental  child,  was 
Struthers,  but — Hardwick  let  out  a  soft  oath.  "Damn 
it,"  he  whispered,  "we  are  all  sentimental — we  are  all 
sentimental.  Only  Struthers'  word  is  the  better  one. 
Human,  he  calls  it." 


CHAPTER  SEVEN 

PENSIONS,  DISABILITY  FUNDS  AND  DEATH  BENEFITS 

Two  days  after  the  evening  that  Struthers  had 
spent  with  him  talking  about  the  educational  work 
in  industry,  Hardwick  came  into  Hurley's  shops.  The 
latter,  unlike  his  usual  habit,  walked  over  to  greet 
the  older  man.  Hardwick  smiled  inwardly  at  the 
change,  but  made  no  reference  to  it.  He  engaged  his 
foreman  in  talk  about  the  improvement  work  in  the 
shops,  then  asked  for  Struthers,  whose  place  stood 
vacant.  Hurley  told  him  that  Struthers  had  asked  to 
be  allowed  to  work  in  the  foundry  for  a  while,  and 
that  he,  Hurley,  had  seen  no  reason  for  refusing  him. 
Hardwick  nodded  briefly  in  approval.  After  spend- 
ing a  few  more  minutes  in  desultory  inspection,  he 
left  the  building  and  walked  over  into  the  foundries. 
Richards,  the  foundry  boss,  came  forward  anxiously 
to  meet  him.  Hardwick  waited  for  him  to  speak.  The 
man  fidgeted  around  nervously  for  a  few  seconds. 
Finally  he  broke  out  with  the  words: 

"Nothing  wrong,  I  hope,  sir?" 

Hardwick  raised  his  brows. 

"Nothing  that  I  know  of,  Richards,"  he  replied. 
"Is  there  anything  wrong  that  you  have  discovered?" 

197 


198  Humanizing  Industry 

The  man  flushed. 

"No,  sir.  It  was  just  your  coming  here  that  made 
me  ask." 

"I  see."  Hardwick  looked  around  the  room  until 
his  eyes  picked  out  Struthers.  There  was  an  amused 
glance  in  them  as  he  watched  the  man  at  the  furnace. 
He  turned  to  Kichards. 

"You've  got  a  new  man,  eh?  I  mean  Struthers. 
How  does  he  work?" 

Kichards  smiled. 

"He's  a  friend  of  yours,  sir,  I  understand.  Mr. 
Hurley  told  me.  Hurley  thinks  a  powerful  lot  of 
him.  He's  a  likable  enough  chap.  But  as  a  foundry- 
man — well,  sir,  he's  not  very  much.  He  may  pick  up, 
but  I  don't  think  this  is  his  trade." 

The  smile  in  Hardwick's  eyes  grew  deeper. 

"No,  Richards,  I  don't  think  this  is  his  trade.  We'll 
have  to  fire  him  some  day,  I'm  afraid." 

With  this  he  walked  over  to  Struthers.  The  latter 
looked  up  with  surprise  when. he  heard  Hardwick's 
voice.  He  smiled  in  response  to  the  look  of  amuse- 
ment on  the  face  of  the  man  beside  him. 

"I  was  getting  tired  of  the  other  work,"  he  ex- 
plained.    "I  thought  I'd  make  a  change  and  get  ac- 
quainted with   these  people.     You  don't  mind,   do, 
you?" 

Hardwick  shook  his  head. 

"No,  I  don't  mind  unless — well,  now,  Struthers,  I 
do  mind.  Eichards  there  says  you  aren't  much  good 


Pensions,  Disability  and  Death  Benefits  199 

as  a  foundryman.    As  a  matter  of  industrial  efficiency, 
I  don't  think  it  best  for  the  firm  to  have  you  blunder 
around  this  job  when  you  might  be  of  so  much  more 
value  as  an  operator  on  a  drill  press,  let  us  say.    You 
see,  you  are  a  square  peg  in  a  round  hole  here." 
The  two  men  grinned  at  each  other. 
Hardwick's  face  was  the  first  to  grow  serious. 
"Struthers,  I  don't  want  to  stand  talking  to  you 
here  at  any  length.    I  came  over  for  something  defi- 
nite.    How  about  coming  over  to  the  house  to-night 
with  some  more  of.  your  confounded  theories?    And 
facts.    I  mean,  I  might  as  well  have  this  in  big  doses. 
Get  over  it  sooner.    What  do  you  say?"  he  asked. 

"I  say  all  right,"  was  the  reply.  "But  I  warn  you 
I  shall  give  you  some  big  pills  to  swallow.    Without 
any  sugar-coating,  too.     I'll  be  there  at  eight." 
Hardwick  left  the  room. 

That  evening  at  eight  Struthers  appeared  and  took 
his  accustomed  seat  at  the  fire. 

For  a  few  minutes  there  was  a  repetition  of  the  awk- 
ward silence  that  had  marked  the  close  of  his  last 
visit.  Hardwick  broke  it. 

"Struthers,"  he  began,  "you  said  some  mighty  hard 
things  last  time  you  were  here.  They  weren't  meant 
to  be  hard,  I  know,  but  you  are  naturally  a  blunt 
fellow  when  it  comes  to  telling  the  truth.  I'll  admit 
there  was  a  good  deal  of  truth  in  what  you  said.  It 
had  to  be  done  and  gotten  over  with.  I  understand 
that.  Now  this  is  what  I  want  you  to  understand.. 


200  Humanizing  Industry 

I  am  anxious  to  hear  all  about  these  industrial  re- 
forms. I  am  greatly  interested  in  them.  Compare 
me  to  Larry,  if  you  will,  trying  to  get  ahead.  I  don't 
care  what  you  do.  But  there  is  one  thing  that  I  want 
you  to  bear  in  mind.  In  spite  of  the  fact  that  I  am 
interested  in  them  and  desirous  of  knowing  all  about 
them,  I  may  not  be  able  to  incorporate  all  of  them  into 
the  plant  at  once.  I  mean,  Struthers,  that  it  will  nec- 
essarily have  to  be  a  matter  of  time  before  some  of 
the  things  can  be  started.  Like — like  the  extension 
courses,  for  instance."  The  man  paused  for  a  num- 
ber of  seconds,  cleared  his  throat,  then  went  on.  "I 
wonder  if  you  get  what  I  am  driving  at.  You  see, 
Struthers,  I  don't  want  you  to  think  that  I  am  deaf 
and  blind  to  the  value  of  these  things.  But  I  can't 
go  ahead  all  at  once.  It's  a  matter  of  time;  I'll  get 
there;  get  my  corners  rounded,  I  mean,  but  it  will 
take  a  little  time.  I  want  you  to  understand  that." 

The  ice  was  broken  and  the  two  men  settled  down 
to  the  work  of  the  evening. 

"Hardwick,"  Struthers  began,  "have  you  ever  given 
a  thought  to  the  subject  of  old  age?  As  it  affects  your 
employees,  I  mean.  As  to  what  happens  to  them  after 
they  cease  to  be  of  any  productive  value."  He  leaned 
closer.  "What  does  happen  to  them,  do  you  know?" 

Hardwick  shifted  uneasily  in  his  chair. 

"There  you  go  at  it  again,  Struthers.  I  am  willing 
to  listen  to  reason  and  to  respond  to  sense,  but  when 
you  ask  a  fool  question  as  to  whether  I  know  what 


Pensions,  Disability  and  Death  Benefits  201 

happens  to  my  employees  when  they  cease  to  be  pro- 
ductive you  begin  by  rubbing  me  the  wrong  way. 
What  do  you  mean  what  happens  to  them  after  they 
cease  to  be  productive?  They  stop  working  and  go 
to  live  with  their  Henrys,  Ivans  or  Joes.  That's  what 
they  look  forward  to,  getting  old  enough  so  that  they 
won't  have  to  work  and  let  their  children  support 
them.  Isn't  that  the  way  the  old  age  problem  has 
always  been  answered?" 

"It  is.  Exactly,"  was  the  answer.  "But  did  you 
ever  stop  to  think  what  an  ignominious  end  that  is  to 
a  good  many  people  who  were  skillful  and  faithful 
workers  in  their  days?  It  somehow  seems  to  be  an- 
other way  in  which  this  illusory  thing,  Justice,  we 
discussed  the  other  night,  seems  to  have  gone  astray." 

"Very  true,  Struthers,  but  what  can  we  do  about 
it?  The  more  thrifty  of  the  workers  look  forward  to 
the  time  when  they  will  be  incapacitated  and  save  a 
part  of  their  weekly  earnings  toward  that  end.  The 
others — well,  they  are  taken  care  of  somehow.  It's 
the  old  ant  and  grasshopper  fable  again.  You  see 
that,  don't  you?" 

"I'm  afraid  I  don't,"  Struthers  replied.  "For  the 
reason  that  very  few  of  these  old  folks  in  the  factories 
and  mills  can  be  accused  of  having  been  grasshoppers 
in  their  youth.  They  didn't  have  the  money  to  hop 
even  if  they  had  wanted  to.  Wages  were  never  as 
high  as  they  are  to-day,  and  it  is  the  unusual  man 
who  can  manage  to  put  aside  a  bit  of  his  money  for  a 


202  Humanizing  Industry 

rainy  day.  The  cost  of  living  eats  it  all  up.  The 
same  was  true  of  the  past  to  an  even  greater  extent. 
Wages  were  low  and  families  were  large.  This  talk 
of  thrift  and  saving  is  all  tommyrot  under  those  con- 
ditions. It  smacks  of  the  same  kind  of  sanctimonious 
judgments  that  are  made  by  smug,  well-fed  social 
workers  who  come  to  tell  the  poor  hapless  mothers 
of  the  numbers  of  calories  of  milk  their  children  ought 
to  drink.  As  if  they  didn't  know  it.  As  if  they 
wouldn't  rather  feed  their  babies  on  wholesome  food 
than  on  the  dry  bread  and  tea  that  they  get. 

"Those  people,  Hardwick,  appreciate  the  value  of 
thrift  and  of  putting  a  sum  aside  for  a  rainy  day. 
Nothing  makes  them  happier  than  to  be  able  to  boast 
of  a  bank  account.  But  under  the  old  order  of  in- 
dustry, it  was  the  unusual  man  and  the  highly  suc- 
cessful man  who  could  make  plans  for  a  comfortable 
old  age.  And  even  if  he  had  saved  up  what  may  appear 
like  a  tidy  sum,  just  exactly  how  long  will  it  keep 
him?  Say  that  a  man  of  sixty,  working  in  your  shops 
to-day  had,  during  the  course  of  his  work,  managed  to 
save  up  one  or  two  thousand  dollars.  How  long  will 
that  keep  him  going  under  present  living  conditions? 
What  earnest  has  he  that  he  will  not  eventually 
land  in  the  poorhouse?  It  somehow  doesn't  seem  fair, 
after  a  man  has  given  to  an  establishment  the  best 
fifteen  or  twenty  or  twenty-five  years  of  life  that  he 
be  thrown  into  the  discard  like  an  old  shoe.  From 
the  point  of  abstract  justice  and  not  from  the  one 


Pensions,  Disability  and  Death  Benefits  203 

of  its  probable  application  to  you,  it  does  not  seem 
fair,  does  it?" 

"Struthers,  you  make  me  tired  with  your  abstract 
justice!"  Hardwick  replied.  "There  is  no  such  thing 
as  abstract  justice.  We  have  agreed  on  that.  No, 
it  isn't  fair.  What  are  you  going  to  do  about  it? 
The  world  is  not  built  on  lines  of  fairness.  Besides, 
these  men  give  the  best  fifteen  or  twenty  or  twenty- 
five  years  of  service  to  five,  ten  or  fifteen  different 
men.  If  you  know  anything  about  labor  conditions, 
you  will  appreciate  that  the  question  of  turnover  is 
the  biggest  snag  against  which  the  producers  have 
to  fight.  Change,  change,  change  all  the  time.  A 
man  doesn't  like  the  tilt  of  his  neighbor's  nose;  he 
leaves.  Another  doesn't  like  the  way  his  machines  are 
oiled ;  he  leaves.  Still  another  objects  to  the  voice  of 
his  foreman ;  he  leaves.  What's  the  result  in  produc- 
tion? Men  are  constantly  being  changed,  and  pro- 
duction is  constantly  being  held  up.  There  is  no  such 
thing  as  dependence  upon  a  steady  stream  of  output. 

"Every  employer  takes  that  into  consideration  in 
figuring  his  costs.  The  item  of  labor  turnover  is  one 
of  the  most  important  in  his  calculation. 

"Now  let  us  take  your  valuable  servants  of  indus- 
try, with  their  temperamental  goings  and  comings," 
he  continued.  "What  would  you  have  the  five,  ten  or 
fifteen  employers  who  have  during  the  course  of  fif- 
teen, twenty  or  twenty-five  years  given  them  employ- 
ment do  for  them?  Give  them  a  parting  gift  when 


2O4  Humanizing  Industry 

the  men  go  to  work  for  his  competitors?  Tell  them 
that  some  day  they  are  going  to  be  old  men  and  that 
they  will  need  that  parting  gift  to  live  upon?  Come, 
Struthers,  be  sensible." 

"Good  work,  Hardwick,"  Struthers  responded. 
"You  yourself  have  given  me  all  the  arguments  to 
convince  you  of  the  desirability  of  providing  for  the 
men  who  have  given  you  service  for  any  length  of 
time.  Now  we'll  go  ahead  working  on  your  assump- 
tions. You  say  that  labor  turnover  is  one  of  the  great- 
est snags  against  which  the  producers  have  to  fight. 
Did  you  ever  stop  to  think  that  you  might  control 
this  labor  turnover  by  offering  your  employees  some- 
thing definite  in  the  way  of  an  incentive  to  keep  work- 
ing for  you  instead  of  seeking  the  doubtful  benefits 
of  new  jobs?  Increase  in  wages  won't  do  it,  for  your 
competitor  will  increase  his  wages.  That  means  a 
corresponding  increase  in  the  selling  price  of  the  arti- 
cle produced.  As  a  result  the  cost  of  living  goes  up 
and  the  increases  are  eaten  up.  Even  if  this  didn't 
happen,  families  have  a  happy  faculty  of  taking  care 
of  increases."  Struthers  paused  to  let  the  point  sink 
in.  Then  he  continued.  "What  is  it  then  that  you 
can  do?  This.  Offer  your  employee  the  assurance 
that  after  he  has  been  employedsby  you  for  a  definite 
length  of  time,  he  will  be  taken  care  of  in  his  old  age. 
Let  that  assurance  be  one  of  the  rules  of  the  plant, 
one  of  the  things  by  which  the  plant  is  known  and 
not  a  nebulous  affair  whose  carrying  out  depends  upon 


Pensions,  Disability  and  Death  Benefits  205 

the  whim  or  the  will  of  the  employer.  Let  him  know 
that  when  he  reaches  the  age  of  retirement  he  can 
depend  on  an  annual  income  which  is  definitely  con- 
trolled by  the  years  and  the  type  of  service  he  gave 
you. 

"Do  you  for  a  moment  imagine  that  a  man  with  a 
family,  and  most  of  your  men  are  heads  of  families, 
would  under  those  considerations  leave  your  employ 
for  such  petty  excuses  as  the  shape  of  a  man's  nose 
or  the  sound  of  his  foreman's  voice?  And  do  you  won- 
der that  without  the  considerations  that  make  him 
feel  that  his  service  means  something  real  and  valua- 
ble to  you,  for  which  you  are  willing  to  pay  him  even 
in  those  days  when  he  ceases  to  be  a  medium  of  pro- 
duction to  you,  he  is  willing  and  ready  to  follow  the 
call  of  a  job  that  for  the  moment  holds  out  new  charms 
for  him?  Under  those  conditions,  he  has  little  to  lose 
and  something  in  the  way  of  new  associations,  new 
environment,  and  possibly,  new  opportunities  to  gain. 

"Your  men  are  human  beings,  prompted  by  self- 
interest,  in  the  same  manner  as  you  are.  How  long 
would  you  be  attached  to  the  work  you  are  doing  if 
you  didn't  feel  that  it  was  yours?  These  men  can 
never  attain  that  same  degree  of  interest  in  the  plant 
that  you  have.  It  isn't  theirs.  It  never  will  be.  But 
they  can  be  made  to  feel  that  anything  that  they  give 
you  in  the  way  of  service  that  will  tend  to  increase 
production  will  net  them  some  definite  reward.  And 
peace  of  mind  as  far  as  their  old  age  is  concerned  is 


206  Humanizing  Industry 

readily  appreciated  by  them.  It  is  the  rare  man  who 
looks  forward  with  any  degree  of  pleasure  to  a  future 
spent  as  a  dependent  upon  his  children  or  grandchil- 
dren. Assure  your  employees  of  the  impossibility  of 
such  a  future,  and  the  question  of  labor  turnover  is 
to  a  great  degree  solved. 

"There  is  no  question  of  giving  a  man  a  reward 
after  he  has  been  with  you  for  three  or  five  years." 
Struthers  went  on.  "He  neither  expects  one  nor  de- 
serves one.  It's  a  simple  matter  of  give  and  take  in 
that  situation.  He  gives  you  a  short  period  of  service 
for  which  you  give  him  his  due  deserts.  The  arrange- 
ment is  a  temporary  one.  But  where  there  is  a  stand- 
ing agreement  to  give  adequate  return  in  the  way  of 
old-age  pensions  for  a  specified  term  of  service,  the 
arrangement  will  of  itself  become  permanent  and  of 
mutual  benefit  to  both  factors  concerned. 

PENSIONS 

"You  see,  Hardwick,  this  is  another  one  of  those 
milestones  that  have  been  passed  by  the  farsighted. 
Happily,  there  is  a  goodly  number  of  those  who  have 
doffed  their  hats  in  greeting  to  this  road  post.  The 
National  Civic  Federation  three  years  ago  issued  its 
findings  in  tabulated  form  of  the  number  of  indus- 
trial establishments  that  had  introduced  pension 
systems.  According  to  them,  there  were  fifty-five  or- 
ganizations that  at  that  time  were  making  it  possible 


Pensions,  Disability  and  Death  Benefits  207 

for  their  superannuated  employees  to  retire  at  a  com- 
fortable income.  There  are  a  good  many  more  to-day. 
Most  of  them  are  not  known.  The  fact  of  the  matter 
is  that  a  good  many  employers  do  not  like  to  speak  of 
their  industrial  experiments.  For  some  reason  or 
other  they  feel  that  it  detracts  from  the  value  of  the 
work  they  are  doing ;  that  their  employees  will  imagine 
that  they  are  sounding  their  own  horns.  I  bucked  up 
against  a  man  of  this  type  in  trying  to  get  in  touch 
with  the  work  done  by  a  large  tractor  and  plow  manu- 
facturing organization.  He  told  me  that  his  company 
was  doing  a  great  deal  toward  making  the  life  of  their 
men  happier,  but  that  he  didn't  like  to  speak  about  it. 
It  was  part  of  the  business  policy  of  the  firm,  he  said, 
and  was  no  more  to  be  held  up  for  praise  than  their 
buying  and  selling  methods.  There  may  be  something 
in  this,  but  at  the  present  time  when  the  ranks  of 
those  who  are  employing  these  methods  are  not  yet 
overcrowded,  it  seems  to  me  that  a  bit  of  prodding  by 
way  of  showing  the  more  backward  what  the  success- 
ful and  progressive  business  men  are  doing,  is  neces- 
sary. 

"All  of  the  pension  plans  are  based  on  a  definite 
minimum  period  of  service.  This  varies  from  fifteen 
years  to  twenty-five.  Most  of  the  firms  also  set  a 
definite  age  limit  for  retirement.  This  also  varies" 
with  the  different  companies.  In  cases  of  emergency, 
however,  the  retirement  age  is  disregarded.  I'll  show 
you  how  that  works  later  on  when  I  take  up  the  indi- 


208  Humanizing  Industry 

vidual  systems.  The  average  retirement  age  for  women 
runs  between  fifty -five  and  sixty  years;  for  men  be- 
tween sixty  and  seventy.  Bear  in  mind,  however,  that 
this  does  not  mean  that  the  man  and  woman  coming 
into  a  firm  in  early  middle  life  and  working  for  the 
required  period  of  twenty  or  twenty-five  years  is  en- 
titled to  the  same  pension  allotment  as  the  man  or 
woman  who  has  begun  her  industrial  relationship  with 
the  firm  in  early  youth.  There  is  a  definite  proportion 
between  the  number  of  years  of  actual  service  and  the 
amount  of  annual  income  after  retirement. 

"In  the  majority  of  instances  the  formula  upon 
which  the  pension  is  figured  is  taken  in  this  manner : 
The  average  annual  wage  or  salary  for  the  last  ten 
years  of  service  is  first  multiplied  by  the  fixed  rate 
that  the  company  agrees  upon,  this  ranging  from  one 
to  three  per  cent.  This  product  is  then  again  multi- 
plied by  the  total  number  of  years  of  service.  Let 
me  make  this  clearer  by  giving  you  a  concrete  ex- 
ample. Take  the  hypothetical  case  of  an  organiza- 
tion whose  pension  rate  is  two  per  cent.  Let  us  say 
that  Hiram  Jones  has  worked  for  them  for  a  period 
of  thirty-three  years,  has  made  on  an  average  of  two 
thousand  dollars  within  the  last  ten  years  and  is  old 
enough  to  be  retired.  What  annual  income  is  he  en- 
titled to?  First  of  all,  two  per  cent,  of  two  thousand 
dollars  is  taken,  giving  us  forty  dollars.  This  in  turn 
is  multiplied  by  thirty-three.  The  product  there  is, 
let  me  see."  Struthers  scribbled  the  figures  on  a  scrap 


'Pensions,  Disability  and  Death  Benefits  209 

of  paper.  "Thirteen  hundred  and  twenty  dollars," 
he  said.  "That  is  Hiram  Jones's  annual  income  for 
the  rest  of  his  life.  One  hundred  and  ten  dollars  a 
month.  Not  so  bad  for  an  old  man  and  surely  some- 
thing to  look  forward  to  with  a  quiet  state  of  mind. 

"The  American  Telephone  and  Telegraph  Company 
has  divided  its  pension  system  into  four  classes.  Em- 
ployees of  the  first  class  are  those  whose  service  has 
extended  over  a  period  of  twenty  years  or  more  and 
who  have  reached  the  age  of  sixty,  for  men,  and  fifty 
for  women.  These  may  be  retired  either  at  their  own 
request  or  at  the  discretion  of  the  pension  committee. 
Employees  of  the  second  class  are  men  between  fifty- 
five  to  fifty-nine  years  and  women  between  the  ages  of 
fifty  to  fifty-four,  whose  period  of  employment  has 
been  twenty-five  years  or  more.  Employees  of  the  third 
class  are  men  of  less  than  fifty-five  and  women  of  less 
than  fifty  who  have  been  with  the  firm  for  thirty  years 
and  more.  The  second  and  third  class  can  be  retired 
only  at  the  discretion  of  the  company.  The  fourth 
class  consists  of  employees  whose  term  of  service  has 
been  fifteen  years  or  more  and  who  have  become 
totally  disabled  by  reason  of  sickness.  To  these  are 
granted  disability  pensions  at  the  discretion  of  the 
pension  committee  and  the  approval  of  one  of  the 
executive  officers  of  the  company.  In  such  instances 
the  pension  continues  only  for  such  period  as  the 
committee  agrees  upon. 

"The  rate  upon  which  the  pension  is  figured  in  this 


2IO  Humanizing  Industry 

company  is  one  per  cent,  of  the  average  annual  pay 
for  ten  years,  multiplied,  as  I  have  explained,  by  the 
number  of  years  of  employment.  The  minimum  pen- 
sion is  twenty  dollars  a  month. 

"The  International  Harvester  Company  has  a  class 
division  somewhat  similar  to  the  one  of  the  telephone 
companies.  Its  first  class  consists  of  male  employees 
who  have  reached  the  age  of  sixty-five  who  have  been 
in  the  service  for  twenty  years.  Its  second  class  con- 
sists of  men  of  sixty  who  have  been  in  the  service  for 
twenty-five  years.  Its  third  class  is  made  up  of  men 
of  fifty-five  who  have  been  in  the  employ  of  the  com- 
pany for  thirty  years.  Its  fourth  class  consists  of 
women  of  fifty  who  have  been  twenty  years  in  service. 
In  all  these  instances,  the  employee  may  be  retired 
either  at  his  or  her  own  request  or  upon  the  initiative 
of  the  Pension  Board.  There  are  two  unique  and 
interesting  features  connected  with  the  pension  sys- 
tem of  this  company.  Its  rate  is  one  and  one-half 
per  cent.  This,  however,  is  not  taken  on  the  average 
of  the  last  ten  years  of  employment,  but  on  the  aver- 
age of  the  ten  most  productive  years  of  employment; 
the  period,  that  is,  when  the  man  or  woman  received 
the  largest  wage  or  salary.  It  can  be  readily  under- 
stood that  in  piece  work,  these  ten  years  do  not  come 
within  the  last  working  decade  of  a  man  of  sixty. 
That  is  the  first  interesting  point.-  The  second  one  is 
a  ruling  in  the  pension  manual  which  holds  that  the 
pension  may  be  continued  for  a  limited  period  to  the 


Pensions,  Disability  and  Death  Benefits  211 

widow  and  children  of  the  pensioner  in  case  of  his 
death.  This,  however,  is  not  a  standard  ruling,  but 
is  enforced  only  at  the  discretion  of  the  Pension 
Board. 

"This  company  also  makes  provision  for  special 
cases,  subject  to  the  approval  of  the  pension  com- 
mittee. These  cases  consist  of  employees  who  have 
been  totally  disabled  and  who  have  not  reached  the 
required  age  or  the  minimum  period  of  service. 

"Let  us  see  how  this  system  works  out  in  a  definite 
case.  Take  a  man  who  has  been  working  for  them  for 
a  period  of  twenty-two  years.  According  to  the  re- 
quirements he  must  be  sixty-five  years  old  at  the  time 
of  retirement,  since  he  falls  into  the  first  group.  You 
see  that,  don't  you?  That  means  he  started  working 
for  them  when  he  was  forty-three  years  old.  That  has 
given  him  plenty  of  time  for  rolling  about  from  one 
job  to  another.  Let  us  say  that  his  first  ten  years  of 
employment  with  this  plant  were  his  most  productive 
and  that  he  made  an  average  of  eighteen  hundred  dol- 
lars a  year.  One  and  one-half  per  cent,  of  that  is,  let 
me  see,  twenty-seven  dollars.  That  multiplied  by 
twenty-two  is "  Again  Struthers  stopped  to  com- 
pute the  answer.  "Five  hundred  and  ninety-four 
dollars.  That  makes  it  almost  fifty  dollars  a  month 
to  live  on  after  he  is  retired.  It  isn't  much,  but  it  is 
more  than  a  man  starting  a  new  working  arrange- 
ment at  forty-three  could  accomplish  for  himself,  by 
himself. 


212  Humanizing  Industry 

"Now,"  Struthers  continued,  "let  us  see  how  this 
system  works  out  with  a  man  who  starts  in  with  the 
plant  at  the  age  of  twenty-five,  let  us  say,  and  is  re- 
tired at  fifty-five.  It  is  a  safe  guess  to  make  that  a 
person  of  that  sort  has  made  his  stay  with  the  plant 
worth  while  both  to  himself  and  the  company.  It  is 
also  a  safe  guess  to  make  that  the  last  years  of  his 
connection  were  the  most  profitable.  Let  us  take  an 
average  case  where  the  annual  wage  was  twenty-five 
hundred  dollars  in  round  figures.  One  and  a  half 
per  cent,  of  that  multiplied  by  thirty-five  is  eleven- 
hundred  and  twenty -five  dollars,  or  almost  a  hundred 
a  month.  Again,  I  say,  not  a  poor  sort  of  income  for 
a  skilled  mechanic  who  has  not  been  able  to  put  by 
any  of  his  earnings.  In  this  instance  the  man  is  only 
fifty-five  years  old.  According  to  modern  standards, 
he  is  still  a  man  in  his  prime.  According  to  the  rul- 
ings of  the  Pension  Board,  his  acceptance  of  the  pen- 
sion upon  his  retirement  in  no  way  prevents  him  from 
engaging  in  business  which  is  not  prejudicial  to  the 
interests  of  the  company.  He  might  very  well  invest 
his  money  in  some  lucrative  form  of  work. 

"The  minimum  amount  of  income  given  as  a  pension 
by  this  company  is  thirty  dollars  a  month. 

"The  pension  rates  of  the  General  Electric  Com- 
pany are  the  same  as  those  of  the  International  Har- 
vester Company,  with  the  exception  that  the  retire- 
ment age  is  fixed  at  seventy  years  for  men  and  sixty 
years  for  women. 


Pensions,  Disability  and  Death  Benefits  213 

"The  rate  of  the  United  States  Steel  Corporation 
is  one  per  cent,  of  the  annual  average  of  the  last  ten 
years  of  service.  The  age  of  retirement  is  the  same  as 
that  of  the  General  Electric  Company,  that  is  seventy 
years  for  men  and  sixty  years  for  women.  Upon  spe- 
cial request  of  the  employee  or  the  employing  officer, 
this  age  limit  may  be  modified  to  sixty -five  years  for 
the  men  and  fifty-five  years  for  the  women,  provided 
the  required  term  of  service,  which  in  all  instances  is 
twenty-five  years,  is  completed. 

"The  instances  I  have  given  you  will  serve  to  illus- 
trate the  pension  plans  based  on  percentage  formula. 
There  are  many  modifications  of  these  plans. 

"Swift  &  Company,  for  instance,  retires  its  em- 
ployees on  half -pay  after  twenty-five  years  of  service. 
The  age  requirement  is  from  sixty  to  sixty-five  years 
for  men,  and  fifty  to  fifty-five  years  for  women.  They 
make  a  corresponding  provision  for  retirement  be- 
cause of  disability  at  any  age  after  fifteen  years  of 
service.  I'll  speak  of  that  later,  however. 

"The  American  Brass  Company  computes  its  pen- 
sion by  taking  two  per  cent,  of  the  average  annual 
salary  of  the  last  three  years  of  employment  and  mul- 
tiplying the  result  by  the  number  of  years  of  service. 
Their  retirement  age  is  sixty-five  years  and  the  re- 
quired period  of  employment  is  twenty-five  years. 
Two  of  their  limitations  hold  that  in  no  case  is  the 
pension  to  exceed  sixty  per  cent,  of  the  former  annual 
income  nor  is  it  to  rise  above  five  thousand  dollars. 


214  Humanizing  Industry 

The  plan  of  the  National  City  Bank  of  New  York 
City  is  identical. 

"The  Crane  Company  of  Chicago  has  adopted  a 
pension  system  in  a  great  measure  similar  to  this 
one,  with  the  exception  that  the  rate  is  based  on  the 
average  of  the  last  five  years  of  employment.  Also, 
a  definite  minimum  and  maximum  are  fixed.  The 
former  is  thirty  dollars  a  month,  while  the  latter  is 
one  hundred  and  twenty-five  dollars  a  month. 

"The  E.  I.  du  Pont  de  Nemours  Powder  Company 
at  Wilmington  has  a  pension  plan  which  is  figured 
on  the  highest  average  monthly  pay  during  the  last 
ten  years  of  service.  One  and  one-half  per  cent,  is 
taken  of  that  and  the  product  is  in  turn  multiplied  by 
the  years  of  service.  Let  us  say,  for  instance,  that 
during  a  rush  month,  a  mechanic  has  made  some  two 
hundred  and  fifty  dollars.  This,  then,  is  the  basis 
upon  which  his  pension  is  computed.  One  and  a  half 
per  cent,  of  that  is  three  dollars  and  seventy-five  cents. 
Let  us  say  that  he  has  been  in  the  employ  of  the  com- 
pany for  twenty-five  years.  His  monthly  pension  is 
therefore  over  ninety  dollars.  Another  interesting 
feature  of  this  organization  is,  that  a  man  may  be 
retired  at  any  age  after  he  has  given  fifteen  years  of 
service. 

"B.  F.  Goodrich  &  Co.  of  Akron,  Ohio,  has  still  an- 
other modification.  They  figure  their  pensions  on 
ten  per  cent,  of  the  average  monthly  pay  during  the 
last  ten  years  of  service  multiplied  by  the  number  of 


Pensions,  Disability  and  Death  Benefits  215 

years  of  service.  They  have  a  maximum  of  one  hun- 
dred dollars  monthly  pension  and  a  minimum  of 
twenty  dollars. 

"There  are  two  or  three  more  interesting  variations. 
I  am  giving  you  all  of  these  so  that  you  may  know 
with  what  detail  this  question  has  been  studied.  That 
is  an  indication  of  its  importance. 

"The  New  York  Railways  Company  has  a  plan 
wherein  there  is  a  definite  proportion  between  the 
number  of  years  of  service  and  the  amount  of  the 
annuity.  A  man  who  has  been  employed  for  thirty- 
five  years  gets  an  annuity  equivalent  to  forty  per  cent, 
of  his  average  pay  during  the  last  ten  years  of  ser- 
vice; a  man  who  has  been  employed  between  thirty 
and  thirty-five  years  gets  thirty  per  cent,  of  the  aver- 
age ;  ^,  man  who  has  been  employed  between  twenty- 
five  and  thirty  years  gets  a  pension  of  twenty  per  cent, 
of  this  same  average.  No  employee  is  kept  in  service 
after  he  has  reached  the  age  of  seventy  years. 

"Somewhat  similar  to  that  is  the  plan  formulated 
by  the  Khode  Island  Company  of  Providence.  They 
also  have  a  sliding  scale  of  emolument  based  on  the 
years  of  service.  From  twenty  to  twenty-four  years 
of  service,  the  rate  of  annuity  is  one  per  cent,  of  the 
annual  average  of  the  last  ten  years  of  service  multi- 
plied by  the  number  of  years  in  the  employ  of  the  com- 
pany ;  from  twenty-five  to  twenty-nine  years  of  service 
it  is  one  and  one-half  per  cent. ;  from  thirty  to  thirty - 
five  years  it  is  one  and  three-quarters  per  cent. ;  from 


2l6  Humanizing  Industry 

thirty-five  years  up  it  is  up  to  two  per  cent.  In  this 
case,  not  only  does  the  older  employee  gain  the  advan- 
tage of  the  added  number  of  years,  which  makes  a 
difference  in  the  amount  of  the  annuity,  but  besides, 
gets  an  increased  rate.  The  difference  is  an  appreci- 
able one.  For  instance,  take  the  case  of  a  man  em- 
ployed for  twenty  years  with  an  average  annual 
income  of  fifteen  hundred  dollars.  His  annuity  will 
amount  to  three  hundred  dollars.  At  the  same  per- 
centage rate,  it  would  amount  to  five  hundred  and 
twenty-five  dollars  if  he  worked  for  thirty-five  years. 
But,  under  the  increase  in  rate  that  automatically 
follows  as  he  increases  his  term  of  service,  what  he 
actually  gets  is  an  annual  pension  of  one  thousand 
and  fifty  dollars.  An  added  inducement  to  perma* 
nency  of  service. 

"The  facts  that  I  have  given  you  cover  to  a  large 
extent  all  the  modifications  of  pension  plans.  There 
is,  however,  just  one  more  important  difference  that 
I  want  to  mention.  All  of  the  establishments  that  I 
have  named,  and  they  are  representative  of  the  vast 
majority  of  plants  that  have  adopted  the  plan  of  giv- 
ing their  superannuated  employees  annuities,  do  so 
out  of  the  funds  of  the  organization.  It  is  considered 
a  part  of  their  overhead  expenses.  There  are  a  few 
organizations,  however,  whose  policy  it  is  to  have  the 
employee  subscribe  in  part  to  the  plant  pension  fund. 
Armour  &  Company  is  one  of  these ;  The  First  Nation- 


Pensions,  Disability  and  Death  Benefits  217 

al  Bank  of  Chicago  is  another;  so  is  F.  C.  Huyck  & 
Sons  of  Albany.  There  are  a  few  more. 

"In  the  case  of  Armour  &  Company,  the  employee 
pays  three  per  cent,  of  his  monthly  salary  into  the 
company  pension  fund.  The  pension  is  figured  by 
taking  two  per  cent,  of  the  last  year's  salary  and  mul- 
tiplying it  by  the  number  of  years  of  service.  The 
required  number  of  years  of  service  in  this  case  is 
twenty.  The  dues  paid  by  the  employees  do  not, 
however,  in  any  way  meet  the  requirements  of  the 
pension  roll.  The  deficit  is  metdby  the  company, 
which  has  pledged  itself  to  the  support  of  the  fund  up 
to  the  amount  of  one  million  dollars  per  year. 

"The  First  National  Bank  of  Chicago  has  the  same 
sort  of  arrangement.  Here  too,  the  employees  contrib- 
ute three  per  cent,  of  their  salary.  Upon  retirement 
they  receive  annuities  amounting  to  fifty  per  cent,  of 
their  salary  at  the  date  of  retirement.  There  is  no 
limit  that  the  bank  sets  toward  meeting  the  deficit 
that  naturally  arises. 

"The  employees  of  F.  C.  Huyck  &  Sons  pay  one 
per  cent,  of  their  salary  into  the  fund  and  the  com- 
pany meets  the  deficit  that  arises.  Their  plan  calls 
for  an  annuity  of  twenty-five  per  cent,  of  the  last 
year's  salary  when  retirement  is  made  after  twenty 
years  of  service.  For  more  than  twenty  years,  the 
rate  is  increased  by  one  per  cent,  for  every  additional 
year.  The  limit  set  is  fifty  per  cent,  of  the  salary  re- 
ceived during  the  last  year  of  service. 


2l8  Humanizing  Industry 

f 

"I  do  not  know  how  these  last  three  plans  strike 
you.  Personally  I  am  not  so  very  favorably  in- 
clined toward  them.  Just  as  soon  as  you  make  the 
employee  take  part  in  a  system  like  that  it  loses  its 
value,  to  a  great  extent.  It  is  a  different  matter  in 
the  case  of  mutual  benefit  funds  which  I  shall  explain 
later,  but  in  order  to  have  the  pension  fund  ac- 
complish the  result  it  was  intended — that  of  taking 
care  of  employees  who  have  shown  their  loyalty  to 
the  firm  by  continued  service — it  should  be  a  spon- 
taneous offering.  >  It  is  something  the  employee  is 
entitled  to,  apart  from  the  wages  he  earns.  You  might 
truthfully  say  that  the  money  he  turns  in  does  not 
and  cannot  meet  the  sums  he  may  eventually  take  out 
in  the  form  of  annuities  and  that  in  every  case  the 
establishment  meets  the  deficit  that  naturally  arises. 
I  agree  with  you  there,  but  just  as  soon  as  the  man 
or  woman  feels  that  he  must  make  a  contribution  out 
of  his  weekly  wage  for  the  movement,  it  becomes 
abortive.  Any  sort  of  cut  in  the  pay  envelope  is  re- 
sented, whatever  its  purpose.  That,  by  the  way,  is 
the  fight  the  trade  unions  have  to  wage.  The  men, 
much  as  they  may  be  interested  in  uniting  for  what- 
ever causes  they  choose  to  support,  still  are  not  suffi- 
ciently keen  about  these  causes  to  part  willingly  with 
a  percentage  of  their  wages  to  pay  for  their  dues. 
The  unions  have  tried  to  meet  this  situation  by  forc- 
ing agreements  on  the  firms  which  provide  for  the 
extraction  of  the  union  dues  before  the  pay  envelopes 


Pensions,  Disability  and  Death  Benefits  219 

reach  the  wage-earners.  That  is  known  as  the  check- 
up system.  Let  me  assure  you  that  it  is  a  mighty 
unpopular  one.  It  is  the  natural  tendency  of  human 
beings  to  object  to  parting  with  the  results  of  their 
toil  for  benefits  which  may  come  to  them  in  the  distant 
future.  Those  benefits  are  things  nebulous  and  uncer- 
tain, and  fade  into  insignificance  when  compared  with 
the  needs  of  the  present  moment  which  a  man,  right- 
fully or  wrongly,  imagines  he  can  meet  by  the  money 
taken  out  of  his  pay  envelope. 

"However,  that  is  not  the  point  just  now.  What 
I  have  tried  to  do  by  giving  you  definite  examples  and 
definite  plans  is  to  show  you  that  this  is  an  impor- 
tant problem  in  our  industrial  life." 

Struthers  looked  at  Hardwick  for  confirmation  of 
his  statement.  He  got  it.  Hardwick  bent  forward  in 
his  seat,  his  face  keenly  alert  with  interest. 

"I  see  your  point,  Struthers.  You  have  made  that 
clear  enough,  but  what  I  am  wondering  is,  how  can 
these  people  afford  to  continually  pay  these  vast  sums 
of  money  to  dead  letter  issues.  It  is  true  that  the 
labor  of  these  people  may  be  worth  more  while  they 
are  in  the  productive  stage.  But  that,  it  seems  to 
me,  is  counteracted  to  a  large  degree  by  the  large 
overhead  expense  incurred  by  paying  them  these  an- 
nuities in  their  unproductive  stage.  I  don't  see  where- 
in these  firms  are  the  gainers.  In  fact,  it  seems  to 
me  the  other  way  round." 

Struthers  laughed. 


220  Humanizing  Industry 

"Hardwick,  if  I  were  to  read  off  these  names  to 
you  in  rapid  fire,  would  you  for  a  moment  say  that 
any  one  of  them  was  in  danger  of  going  into  bank- 
ruptcy? And  do  you  for  a  moment  imagine  that  they 
would  inaugurate  extensive  annuity  plans  of  the  na- 
ture I  have  described  if  it  weren't  a  good  business 
venture?  Keeping  your  plants  working  at  full  pitch 
pays  in  any  circumstances;  keeping  them  working 
at  full  pitch  under  a  spirit  that  is  spontaneously  in- 
terested in  their  success  pays  even  better.  There  is 
your  answer.  The  proportion  of  men  that  fall  off 
into  the  ranks  of  the  superannuated  is  small  as  com- 
pared with  the  great  number  that  stay  busy  keeping 
the  wheels  go  round.  And  just  as  long  as  the  wheels 
go  round  you  can  afford  to  pay  for  those  who  helped 
lubricate  them  in  their  youth." 

Hardwick  chewed  at  his  upper  lip  in  contemplation. 

"Maybe,  maybe.  I  suppose  it's  so.  These  people 
wouldn't  be  doing  it,  if  it  weren't,"  he  half  mumbled. 
Then  turning  to  Struthers  he  said:  "There  was 
something  else  about  which  you  were  going  to  speak, 
wasn't  there?  Go  ahead,  I'm  listening." 

Struthers  did  as  he  was  told. 


DISABILITY  FUNDS 

"It's  about  disability  funds.  The  name  is  self- 
explanatory.  It  is  a  fund  either  entirely  or  in  part 
supported  by  the  plant  owners  or  directors.  Its  pur- 


Pensions,  Disability  and  Death  Benefits  221 

pose  is  to  take  care  of  those  employees  who  have  been 
disabled  either  through  accident  or  sickness. 

"Take  the  case  of  Larry,  for  instance.  He  was  laid 
up  in  bed  for  three  weeks,  I  believe.  During  that  time 
Ire  would  have  been  without  resources  of  any  kind  if 
it  had  not  been  for  your  personal  inclination  to  help 
him.  I  happen  to  know  that  you  did  help  him.  I 
also  happen  to  know,  however,  that  there  are  a  good 
many  cases  that  you  do  not  think  deserving  of  help. 
But  whether  they  are  deserving  or  not,  the  fact  re- 
mains that  during  the  period  of  disability  the  family 
of  the  man  is  pretty  well  on  the  rocks.  High  and  dry. 

"Working  along  the  same  trend  of  thought  that  it 
pays  to  have  the  mind  of  your  employee  at  peace,  a 
good  many  business  men  have  inaugurated  systems 
whereby  the  employee  is  assured  of  certain  stipulated 
payments  during  the  time  that  he  is  unfit  for  work. 
In  those  instances  where  the  employee  takes  part  in 
the  support  of  the  disability  funds,  it  is  usually  called 
a  mutual  benefit  association.  The  employees  pay  a 
nominal  fee  which  is  deducted  from  their  pay  enve- 
lope and  the  employer  adds  to  the  fund  to  the  degree 
that  he  is  interested.  Very  often,  in  order  to  encour- 
age his  workers  to  take  an  active  interest  in  this 
movement,  the  latter  makes  a  stipulation  whereby  he 
increases  his  donation  to  the  organization  according 
to  the  percentage  of  membership.  You'll  understand 
more  clearly  what  I  mean  when  I  get  to  some  con- 
crete example. 


222  Humanizing  Industry 

"The  American  Telephone  Company  and  the  Stand- 
ard Oil  Company  are  both  good  examples  of  the  dis- 
ability funds  supported  entirely  by  the  firms. 

"The  accident  disability  benefit  of  the  former  is 
divided  into  two  classes,  the  first  for  total  disability 
and  the  second  for  partial  disability.  In  cases  of 
total  disability  due  to  accidents,  the  payments  con- 
sist of  full  wages  or  salary  for  thirteen  weeks,  and 
half  wages  or  salary  for  the  remainder  of  the  dis- 
ability. The  maximum  payment  after  six  years  of 
disability  is  fixed  at  twenty  dollars  a  week. 

"For  partial  disability,  the  payment  is  one  hundred 
per  cent,  of  loss  in  earning  capacity  for  the  first  thir- 
teen weeks,  and  fifty  per  cent,  of  earning  capacity  for 
the  remainder  of  the  period  of  disability.  The  period 
of  payments  under  those  circumstances  is  in  no  case 
to  exceed  six  years. 

"The  sickness  disability  benefits  depend  on  length 
of  service.  Employees  whose  terms  of  employment 
have  been  ten  years  or  more,  get  full  pay  for  thirteen 
weeks  and  half  pay  for  thirty-nine  weeks.  Employees 
whose  term  of  employment  has  been  five  years,  or 
more,  but  less  than  ten  years,  get  full  pay  for  thirteen 
weeks  and  half  pay  for  thirteen  weeks. 

"There  is  a  third  class  for  employees  who  have  been 
in  the  employ  of  the  company  for  over  two  years. 
They  get  four  weeks'  full  pay  and  nine  weeks'  half 

Pay. 

"The  sickness  disabilitv  rules  of  the  Standard  Oil 


•Pensions,  Disability  and  Death  Benefits  223 

Company  are  somewhat  similar  to  these,  with  two  ex- 
ceptions. An  employee  is  entitled  to  sick  benefit  one 
year  after  he  enters  the  employ  of  the  company  and 
the  payment  in  every  case  consists  of  half  salary  or 
wage.  The  employee  who  has  been  in  service  for  less 
than  two  years  is  entitled  to  half  pay  for  a  term  not 
exceeding  six  weeks;  for  less  than  three  years,  the 
term  is  eleven  weeks;  less  than  four,  sixteen  weeks; 
less  than  five,  twenty-one  weeks ;  less  than  six,  twenty- 
six  weeks ;  less  than  seven,  thirty-one  weeks ;  less  than 
eight,  thirty -six  weeks ;  less  than  nine,  forty-one  weeks ; 
less  than  ten,  forty-six  weeks;  ten  years  and  over, 
fifty-two  weeks.  In  the  event  of  employees  who  have 
been  in  service  for  over  ten  years  being  totally  and 
permanently  disabled,  the  company  continues  the 
payments  for  twenty-six  weeks  longer. 

"Many  of  the  accident  disability  funds  supported 
by  establishments  of  this  sort  have,  through  the  en- 
forcement of  the  workman's  compensation  law,  be- 
come obsolete.  Obsolete,  in  that  they  no  longer  are 
a  spontaneous  effort  on  the  part  of  the  employer,  I 
mean,  but  are  controlled  by  law.  The  sickness  benefit 
funds  are,  however,  still  a  voluntary  movement  on 
the  part  of  the  plants  which  have  inaugurated  them. 
The  two  instances  I  have  given  you  are  typical  of  the 
groups  totally  supported  by  the  firm. 

"The  second  group  consists  of  the  Mutual  Benefit 
Associations.  These  are  perhaps  the  more  interesting. 
Unlike  the  pension  funds  toward  which  the  employees 


224  Humanizing  Industry 

in  some  instances  contribute,  those  are  valuable  in 
that  they  are  concerned  with  the  immediate  present 
and  the  immediate  future.  Sickness  is  something  with 
which  the  worker  is  familiar.  He  knows  the  degree  of 
suffering  it  brings  and  is  willing  to  contribute  to- 
ward its  alleviation. 
* 

"The  contribution  in  these  Mutual  Benefit  Associa- 
tions consists  of  a  small  percentage  of  the  weekly 
wages  or  a  stated  nominal  sum  which  is  sometimes 
as  small  as  six  cents  a  week.  This  insures  member- 
ship in  the  benefit  fund.  When  the  Benefit  Associa- 
tion was  organized  by  the  International  Harvester 
people,  the  company  pledged  itself  to  contribute  $25,- 
000  to  the  fund  at  the  end  of  each  year  provided  fifty 
per  cent,  of  the  employees  became  members.  In  the 
event  that  seventy-five  per  cent,  of  its  employees  took 
advantage  of  the  plan,  the  company  pledged  itself  to 
increase  its  contribution  to  $50,000.  Here  let  me  say 
that  the  contribution  was  raised  to  $50,000.  The 
benefits  are  to  a  large  degree  similar  to  those  given 
by  the  two  organizations  I  mentioned  before. 

"The  Jeffrey  Manufacturing  Company  of  Ohio  has 
a  Mutual  Aid  Association  whose  dues  range  from 
twenty-five  cents  a  month  to  one  dollar  a  month. 
These  rates  are  based  on  the  wages  of  the  members. 
The  benefits  in  case  of  accident  or  illness  depend  on 
the  class  of  membership.  The  man  who  pays  one  dol- 
lar a  month  receives  a  weekly  payment  four  times 


Pensions,  Disability  and  Death  Benefits  225 

as  great  as  that  received  by  the  boy  who  pays  twenty- 
five  cents  a  month. 

"Compared  to  large  organizations  like  the  Stand- 
ard Oil  or  the  Harvester  Company  this  firm  is  still 
in  its  infancy.  Small  as  the  payments  are,  however, 
they  are  nevertheless  valuable.  From  two  standpoints. 
First  of  all,  the  sums,  however  trifling,  help  to  make 
matters  easier  for  the  man  who  is  laid  up.  And 
secondly,  it  shows  that  the  firm  is  actively  interested 
in  the  well-being  of  the  employee  even  after  he  is  dis- 
abled. 

"This  form  of  relief  work  has  proven  very  popular 
with  workers  in  all  industries.  Many  of  the  depart- 
ment stores  have  inaugurated  Mutual  Aid  Associa- 
tions. So  have  the  machine  industries,  and  food 
products  companies.  Bloomingdales,  K.  H.  Macy,  Best 
&  Co.,  John  Wanamaker,  Altman  &  Company,  Sears 
Koebuck,  Gimble  Brothers  are  representative  of  the 
first.  The  Cleveland  Twist  Drill  Company,  Forbes 
Lithograph  Company,  the  United  Shoe  Manufactur- 
ing Company  and  the  Westinghouse  Electric  and 
Manufacturing  Company  are  examples  of  the  second. 
The  H.  &  J.  Heinz  Company,  famous  for  its  fifty-seven 
varieties,  and  the  Shredded  Wheat  Company  are  ex- 
amples of  the  third.  Then  there  are  the  miscellaneous 
industries  like  the  publishing  houses  represented  by 
the  Curtis  Publishing  Company,  and  express  com- 
panies represented  by  the  American  Express  Company 


226  Humanizing  Industry 

and  Wells,  Fargo  Company.  You  understand,  of 
course,  that  it  is  impossible  to  give  you  all  of  them. 
But  let  me  say  this.  There  are,  I  think,  more  repre- 
sentatives of  this  type  of  welfare  work  than  for  any 
other.  I  use  the  term  welfare  because  we  have  not 
yet  coined  a  better  one.  What  I  mean  is  this  form 
of  humanization  of  industry." 

Hardwick  bent  forward. 

"Humanization  of  industry,"  he  repeated  after 
Struthers.  "Do  you  know,  Struthers,  that's  not  a 
bad  phrase.  Humanization  of  industry.  The  ques- 
tion is,  can  industry  be  humanized  and  does  it  pay 
in  its  humanized  form?  Can  a  plant  be  as  productive 
of  labor  when  the  man  at  the  head  considers  his  em- 
ployees in  the  light  of  a  conglomeration  of  individual- 
ities instead  of  a  mass  of  man  power?  I  don't  know, 
Struthers,  I  don't  know.  It  all  sounds  very  fine  and 
noble  but  I  don't  see  how  it  can  work  out.  However, 
I  am  interrupting  you.  There  wras  something  more 
you  had  to  say  on  this  disability  business.  You  go 
ahead  now  and  don't  let  me  interrupt  you  with  my 
querulous  quaverings." 

Struthers  continued. 

"In  speaking  of  the  pension  work  of  the  different 
plants  I  believe  I  spoke  of  the  disability  pensions  in- 
troduced by  some  of  the  plants.  Those  are  akin  both 
to  the  benefit  funds  and  the  pension  funds.  Their 
flavor  smacks  of  both  of  them.  First  of  all  they  are 
intended  to  meet  sickness  or  disability  on  the  part 


Pensions,  Disability  and  Death  Benefits  227 

of  the  employee,  and  secondly  they  are  in  a  great  meas- 
ure, permanent  annuities,  and  depend,  as  pensions  do, 
upon  length  of  service.  Most  of  them  are  voluntary 
contributions  on  the  part  of  the  firm.  In  a  few  cases, 
however,  specifically,  in  those  that  require  the  em- 
ployees to  make  some  contribution  to  their  regular 
pension  fund,  the  disabled  man  or  woman  has  during 
the  course  of  employ  paid  a  part  of  their  wages  into 
this  fund  in  anticipation  of  the  possibility  of  some  day 
being  disabled. 

"The  usual  number  of  years  of  service  that  entitle 
an  employee  to  a  disability  pension  is  fifteen.  The 
age  of  incapacitation  in  the  large  majority  of  cases 
not  fixed.  And  very  wisely  and  thoughtfully  so.  In 
a  number  of  instances,  however,  there  is  a  minimum 
age  of  sixty-five  years. 

"Almost  all  the  Telephone  Companies  have  inaugu- 
rated disability  pension  plans.  Their  rules  call  for 
pensions  that  are  on  a  par  with  those  of  the  superannu- 
ated employees.  The  only  requirement  they  make  is 
fifteen  years  of  service.  A  man  or  woman  in  their 
employ  who  is  for  some  reason  or  other  permanently 
disabled  after  she  or  he  has  finished  the  stated  period 
of  employment  is  entitled  to  a  disability  pension  that 
is  computed  by  taking  one  per  cent  of  the  annual 
average  pay  of  the  last  ten  years  of  employment  and 
multiplying  the  result  by  the  years  of  service.  The 
smaller  number  of  years  of  service  naturally  make 
the  annuity  less  than  that  received  by  the  man  who 


228  Humanizing  Industry 

has  filled  all  the  requirements  of  the  regular  pension, 
but  the  principle  guiding  the  introduction  of  such  a 
scheme  into  the  plant  is  the  same — that  of  providing 
for  the  employee  after  he  ceases  to  be  of  productive 
value. 

"Deere  &  Company  of  Moline,  Illinois,  give  their 
employees  disability  pensions  after  a  service  of x  only 
ten  years.  There  is,  however,  a  drawback  to  this  plan. 
Due  to  the  fact  that  the  amount  of  the  pension  is  not 
fixed  by  a  definite  formula  but  is  decided  by  a  com- 
mittee of  the  plant,  it  makes  the  allowance  take  on 
the  form  of  a  philanthropic  measure.  Nothing  is  so 
obnoxious  to  any  individual  who  has  formerly  been 
independent  than  to  feel  that  he  is  being  paid  an 
arbitrary  sum  by  his  superiors  which  has  apparently 
,no  connection  with  the  type  and  kind  of  service  he 
gave.  It  may  be  of  course  that  people  like  Deere  & 
Company  give,  in  the  long  run,  much  more  generous 
disability  pensions  than  those  companies  which  have 
a  stated  formula,  but  in  order  that  the  plan  may  be 
put  on  the  highest  possible  plane  of  dignity,  it  seems 
to  me  that  it  should  be  controlled  by  a  fixed  basis  of 
computation.  If  the  employee  is  to  be  made  to  feel 
that  length  of  service  is  to  be  rewarded  by  care  of 
him  by  the  firm  wrhen  service  is  no  longer  possible, 
then  a  definite  pro  rata  principle  is  not  only  advisable 
but  absolutely  essential.  Else  the  very  purpose  of 
the  plan  is  frustrated  at  its  inception.  No  employee 
is  satisfied  to  know  that  in  case  of  an  incapacitating 


Pensions,  Disability  and  Death  Benefits  229 

accident  occurring  to  him,  his  employers  will  consider 
the  sum  to  give  him  annually  in  order  to  enable  him 
to  live.  He  doesn't  like  the  'give'  of  the  arrangement. 
He  wants  to  feel  that  the  annuity  has  some  bearing 
on  the  service  that  he  rendered  when  he  was  employed. 
No  man  trusts  another  when  it  comes  to  judgments 
that  are  as  vital  as  future  means  of  living.  He  wants 
to  know  to-day  what  it  is  he  will  get  if  he  is  crippled 
ten  or  fifteen  or  twenty  years  from  to-day. 

"The  Equitable  Life  Assurance  Company  of  New 
York  makes  ten  years'  service  the  basis  of  its  disabil- 
ity pension  but  also  sets  a  minimum  age  of  retirement 
at  sixty-five.  The  drawback  here  is  equally  apparent. 
The  question  of  disability  does  not  wait  upon  rules 
or  regulations  of  any  firm  but  comes  without  apology 
or  warning  at  any  age.  However,  this  may  in  time 
be  changed.  Just  as  long  as  an  appreciation  of  the 
employees'  needs  has  been  shown,  a  scratch  on  the  sur- 
face has  been  made.  Something  constructive  has  been 
done  and  it  is  something  that  is  worth  while.  In  this 
case,  the  annuity  that  the  disabled  employee  receives 
is  two  per  cent,  of  his  aggregate  salary  while  in  the 
employ  of  the  company,  provided  the  annuity  does  not 
exceed  thirty-six  hundred  dollars.  What  with  the 
fixed  age  requirement,  it  really  takes  on  more  of  the 
nature  of  an  ordinary  pension  than  that  of  a  disability 
fund. 

"The  National  City  Bank  of  New  York  has  a  dis- 
ability fund  whose  annuities  are  guided  by  the  same 


230  Humanizing  Industry 

rules  as  its  ordinary  pensions.  Here  again,  however, 
the  employee  must  have  reached  his  sixtieth  birthday 
before  he  is  entitled  to  an  allowance. 

"The  Van  Brunt  Manufacturing  Company  of  Hori- 
con,  Wisconsin,  the  B.  F.  Goodrich  Company  of 
Akron,  Ohio,  the  Virginia  Bridge  &  Iron  Company  of 
Roanoke,  Virginia,  are  representative  of  the  firms 
which  give  their  employees  disability  pensions  at  any 
age,  provided  only  that  they  have  completed  the  re- 
quired number  of  years  of  service.  In  the  instances 
given  they  are  ten,  fifteen  and  twenty  years  re- 
spectively. 

DISABILITY  INSURANCE 

"S.  W.  Straus  &  Company  of  New  York  has  what 
is  perhaps  the  most  unique  plan  for  providing  for 
its  disabled  employees.  On  July  1,  1919,  every  man 
and  woman  in  the  employ  of  the  company  received 
life,  health  and  accident  insurance.  All  the  premiums 
and  expenses  of  this  are  paid  by  the  company.  Just 
now  we  are  concerned  with  the  health  and  accident 
allowances.  The  provisions  of  this  were  as  follows*: 

"  'For  any  injury  or  sickness  resulting  in  necessary 
absence  from  employment  for  more  than  one  week, 
the  person  insured  will  be  paid,  after  the  first  week, 
seventy-five  per  cent,  of  the  salary  he  is  receiving  at 
that  time.  This  will  continue  during  such  necessary 
absence,  up  to  fifty-two  weeks.  For  the  purpose  of 


Pensions,  Disability  and  Death  Benefits  231 

this  insurance  the  maximum  salary  considered  is  $5,- 

000  per  year.     That  is  to  say,  those  receiving  more 
than  $5,000  will  receive  only  the  weekly  payment 
based  on  that  amount,  or  $72.11.'    This  insurance,  let 
me  add,  in  no  way  interferes  with  the  salary  of  the 
employee,  which  continues  during  the  period  of  his  dis- 
ability, but  is  intended  primarily  to  meet  the  in- 
creased expenses  accruing  upon  his  illness.    As  far  as 

1  know  this  is  the  first  attempt  to  consider  the  wel- 
fare of  the  sick  employee  to  this  extent. 

"So  much  then  for  help  given  the  individual  while 
he  is  alive  and  capable  of  taking  advantage  of  the  re- 
wards  for  service  rendered.  There  are,  however,  two 
more  phases  of  relief  work  dependent  upon  an  em- 
ployee's loyalty  to  and  interest  in  the  work  of  the 
plant.  They  both  come  under  the  general  heading  of 
death  benefits.  The  first  is  the  issuance  of  life  insur- 
ance policies  of  the  employees  by  the  company.  This  is 
popularly  known  as  group  insurance.  The  second  vir- 
tually amounts  to  the  same  thing  with  the  exception 
that  the  firm,  and  not  the  insurance  company,  itself 
pays  the  heirs  of  the  deceased  a  certain  amount  of 
money  upon  his  death. 

GROUP  INSURANCE 

"The  group  insurance  plan  has  found  wide  vogue 
among  large  employers.  Unlike  the  pension  and  dis- 
ability plans,  they  do  not  call  for  completion  of  a 


232  Humanizing  Industry 

specified  period  of  service  before  the  employee  can  take 
advantage  of  them.  Let  me  explain  more  clearly.  In 
the  various  pension  plans,  for  instance,  the  employee 
knows  that  after  he  has  finished  twenty,  twenty-five 
or  thirty  years  of  service,  he  will  not  be  cast  into  the 
driftway  tp  take  care  of  himself  as  best  he  may.  It 
is  something  that  he  looks  forward  to  in  the  distant 
future.  The  insurance  plans,  however,  provide,  not 
for  himself  so  much,  unless  it  be  in  peace  of  mind,  but 
for  his  family  after  he  dies.  The  question  of  number 
of  years  of  service  enters  into  the  arrangement  in  a 
measure,  it  is  true,  insofar  as  the  man  who  has  been 
employed  ten  years,  fo*  instance,  gets  a  larger  in- 
surance policy  than  the  man  who  has  been  employed 
only  one  year.  But  one  year  or  ten,  the  employee  is 
assured  that  his  family  will  receive  a  certain  fixed 
sum  from  an  insurance  company  after  his  death.  Some 
companies  insure  their  employees  immediately  upon 
their  entrance  into  the  firm ;  others  make  six  months' 
service  the  minimum  requirement;  still  others  make 
it  a  year. 

"The  American  Sugar  Kefining  Company  insures 
its  employees  after  three  months'  service.  Five  hun- 
dred dollars  is  the  minimum  principal  that  the  heirs 
receive  and  one  thousand  dollars  the  maximum.  With 
each  year  of  service  the  amount  of  insurance  is  raised 
one  hundred  dollars  until  the  maximum  amount  is 
reached. 

"The  B.  F.  Goodrich  Company  of  Akron,  Ohio,  has 


Pensions,  Disability  and  Death  Benefits  233 

an  insurance  plan  very  similar  to  this  one.  It, 
too,  starts  with  giving  its  employees  an  insurance 
policy  at  five  hundred  dollars.  In  their  case,  however, 
the  length  of  service  before  an  employee  is  admitted 
to  the  plan  is  one  year.  After  that  the  principal  of 
the  policy  is  automatically  increased  until  it  reaches 
the  maximum  of  one  thousand  dollars. 

"The  Guardian  Savings  and  Trust  Company  of 
Cleveland  has  a  blanket  plan  which  insures  all  of  its 
employees  for  one  thousand  dollars,  irrespective  of 
the  number  of  years  of  service. 

"Late  last  year  the  American  Woolen  Company  of 
Boston  issued  a  notice  to  all  of  its  employees  inform- 
ing them  of  the  inauguration  of  an  insurance  plan 
which  began  with  a  principal  of  seven  hundred  and 
fifty  dollars  and  went  up  to  fifteen  hundred  dollars, 
depending  upon  the  length  of  service.  Its  schedule 
was  seven  hundred  and  fifty  dollars  for  less  than  one 
year  of  employment;  eight  hundred  and  fifty  dollars 
for  more  than  one  year,  and  less  than  a  year  and  a 
half ;  nine  hundred  and  fifty  dollars  for  more  than  one 
and  a  half  years  and  less  than  two  years;  one  thou- 
sand and  fifty  dollars  for  more  than  two  years  and 
less  than  two  and  a  half  years;  eleven  hundred  and 
fifty  dollars  for  more  than  two  and  a  half  years  and 
less  than  three  years;  twelve  hundred  and  fifty  dol- 
lars for  more  than  three  and  less  than  three  and  a 
half  years ;  thirteen  hundred  and  fifty  dollars  for  more 
than  three  and  a  half  years  and  less  than  four  years ; 


234  Humanizing  Industry 

fourteen  hundred  and  fifty  dollars  for  four  years  and 
less  than  four  and  a  half,  and  fifteen  hundred  dol- 
lars for  four  and  a  half  years  and  over. 

"There  were  one  or  two  interesting  provisos  in  this 
plan.  The  first  held  that  in  case  of  permanent  or 
total  disability  before  the  age  of  sixty  years,  the 
amount  of  insurance  will  be  paid  in  either  one  lump 
sum  or  over  a  period  of  years.  Another  assured  the 
employee  that  he  would  not  have  to  undergo  any  physi- 
cal examination  in  order  to  become  a  member  of  the 
plan.  That,  by  the  way,  is  one  of  the  favorable  pro- 
visions of  most  of  the  group  insurance  plans. 

"The  announcement  of  the  plan  of  this  company 
made  plain  these  facts :  the  insurance  is  provided  at 
the  expense  of  the  company.  No  deductions  from 
wages  or  contributions  of  any  kind  by  the  employees 
will  be  required.  The  insurance  does  not  in  any  man- 
ner take  the  place  of  or  interfere  with  the  Workmen's 
Compensation  Laws  or  any  other  insurance  the  em- 
ployee may  have  taken  out  for  himself.  The  action  is 
voluntary  on  the  part  of  the  company  and  constitutes 
no  contract  with  any  employee  and  confers  no  legal 
rights  on  him.  It  does  not  change  his  freedom  to 
leave  when  he  pleases,  nor  the  right  of  the  employer 
to  dismiss  any  employee.  The  insurance  ceases  upon 
(ermination  of  employment. 

"The  New  York  Times  insures  its  employees  after 
six  months  of  service.  The  same  conditions  as  those 
announced  by  the  American  Woolen  Company  virtual- 


Pensions,  Disability  and  Death  Benefits  235 

ly  holds  true  for  them.  There  is  this  difference,  how- 
ever, a  difference  which,  by  the  way,  holds  true  for  a 
great  number  of  the  organizations  which  have  adopted 
the  group  insurance  plans.  When  an  employee  leaves 
the  employ  of  The  New  York  Times,  his  insurance 
ends  automatically  in  so  far  as  payment  of  premiums 
by  the  company  is  concerned.  But,  the  employee  can, 
if  he  wishes,  continue  his  insurance  on  his  own  re- 
sponsibility. That  is,  he  can  arrange  with  the  insur- 
ance company  to  continue  as  a  policy  holder.  The 
rates,  of  course,  are  different.  But  there  is  something 
gained  in  that  the  policy  is  still  alive  if  he  wishes  to 
continue  it  so. 

"The  Phelps  Dodge  Corporation,  employing  some 
ten  thousand  men,  insured  all  of  its  men  for  fifteen 
hundred  dollars.  This  sum  is  paid  upon  the  death 
of  the  employee  irrespective  of  the  amount  given  to  his 
heirs  by  the  Workmen's  Compensation  laws  obtain- 
ing in  the  different  states.  The  latter  are  compulsory 
measures,  controlled  by  the  state ;  the  insurance  plans 
are  voluntary  ones  arising  out  of  a  regard  for -the 
employee. 

"The  rules  of  S.  W.  Straus  &  Company  call  for  the 
payment  of  a  sum  equivalent  to  the  yearly  salary  of 
the  person  insured.  The  maximum  amount  of  insur- 
ance, however,  is  f  5,000.  That  is,  every  employee  is 
insured  for  the  amount  of  his  yearly  salary,  excepting 
those  who  receive  more  than  f  5,000  a  year.  These  are 
insured  at  the  flat  rate  of  $5,000.  A  total  disability 


236  Humanizing  Industry 

clause  is  included,  under  which  the  amount  of  the  in- 
surance as  outlined  will  be  paid  to  the  employee  him- 
self if,  before  the  age  of  60  and  while  in  the  employ 
of  the  company,  he  shall  become  disabled  to  an  extent 
preventing  further  employment. 


DEATH   BENEFITS 

"Similar  to  these  insurance  plans  and  differing 
from  them  only  insofar  as  the  employer  and  not  the 
insurance  company  pays  an  allotted  sum  to  the  bene- 
ficiaries of  the  deceased  employee,  are  the  death  benefit 
plans  adopted  by  a  great  many  organizations.  Most 
of  these  are  still  in  a  nebulous  state.  What  I  mean 
is,  that  although  many  plants  have  made  them  a  part 
of  their  systems,  few  of  them  have  made  definite  rul- 
ings about  them.  Death  benefits  are  paid  by  a  vast 
number  of  organizations,  but  they  are  very  much 
similar  to  the  disability  funds  paid  by  some  of  them. 
That  is,  each  individual  case  is  decided  as  it  arises. 
The  employee  has  nothing  definite  by  which  he  can  be 
guided. 

"There  are,  however,  a  goodly  number  of  companies 
which  have  formulated  a  fixed  scheme  of  action.  The 
American  Telephone  and  Telegraph  Company  is  one 
of  these.  There  is  a  special  ruling  controlling  the 
death  of  an  employee  by  accident.  This  calls  for  the 
payment  of  three  years'  wages  to  the  beneficiary  of  the 
dead  employee.  In  no  case  is  this  to  exceed  five  thou- 


Pensions,  Disability  and  Death  Benefits  237 

sand  dollars.  Funeral  expenses  to  the  amount  of  one 
hundred  and  fifty  dollars  are  paid  in  addition. 

"Just  now,  however,  we  are  not  concerned  with 
deaths  by  accident.  Those  are  the  rare  cases.  There 
is  something  dramatic  and  sensational  about  those 
that  in  themselves  call  for  special  rulings.  The  com- 
pany's legislation  on  ordinary  deaths  is  the  more  im- 
portant by  virtue  of  the  greater  number  concerned. 
The  amounts  of  the  death  benefits  are  controlled  by 
length  of  service.  If  the  employee's  term  of  employ- 
ment has  been  from  five  to  ten  years,  his  beneficiaries 
get  an  amount  equal  to  six  months'  wages.  If  his  em- 
ployment has  extended  over  a  period  of  ten  years,  his 
heirs  get  a  sum  equal  to  one  year's  wages.  The 
maximum  amount  of  money  in  no  case  exceeds  two 
thousand  dollars. 

"The  company  has  also  laid  down  definite  rulings 
of  precedence  for  paying  the  death  benefits.  The  wife 
or  husband  of  the  employee  comes  first.  If  there  is 
no  wife  or  husband  living  at  the  time  of  the  employee's 
death,  then  the  children  of  the  dead  employee  or  their 
issue  are  entitled  to  the  receipt  of  the  death  benefit. 
If  there  are  no  children,  any  relatives  who  were  de- 
...pendent  upon  the  deceased  employee  for  support,  may 
claim  the  death  benefit.  This  claim  rests  upon  the 
condition  that  the  relative  making  the  claim  received 
at  least  twenty  per  cent,  of  the  employee's  wages  dur- 
ing his  lifetime.  Should  there,  however,  be  no  such  de- 
pendent relative  existing,  then  the  amount  of  the  death 


238  Humanizing  Industry 

benefit,  minus  the  funeral  expenses  which  are  met  up 
to  the  sum  of  one  hundred  and  fifty  dollars,  revert 
back  into  the  Employees'  Benefit  Fund.  It  is  out  of 
this  fund,  as  you  will  remember,  that  sickness  and  dis- 
ability benefits  are  paid. 

"An  interesting  point  contained  in  the  rulings  of 
this  company  reads  to  the  effect  that  should  an  em- 
ployee die  during  disability  from  accident  or  sickness, 
the  death  benefit  payable  to  his  family  shall  not  be 
subject  to  deduction  of  previous  payments  of  dis- 
ability benefits. 

"The  families  of  pensioned  employees  cannot,  how- 
ever, apply  to  the  company  for  death  benefits.  In  a 
manner,  the  death  benefit  is  to  the  active  employee 
what  the  pension  is  to  the  superannuated  one. 

"There  are  a  number  of  companies,  however,  where 
this  pension  distinction  is  waived  to  the  extent  that 
the  pensioner's  widow  either  gets  an  additional  death 
benefit  or  a  continuation  of  the  pension  annuities.  The 
National  City  Bank  of  New  York  is  one  of  the  firms 
that  continues  the  pension  annuity  after  the  death  of 
the  pensioner.  Armour  &  Company  and  Cheney 
Brothers  of  Connecticut  also  continue  the  pension  to 
the  widow  and  children  of  the  deceased  pensioner. 
These  last  two,  you  will  remember,  are  firms  of  the 
type  that  pay  their  pensions  out  of  a  fund  to  which 
the  employees  subscribe. 

"To  continue,  however,  on  the  subject  of  death 
benefits  of  employees  in  active  service.  The  People's 


Pensions,  Disability  and  Death  Benefits  239 

Gas  Light  &  Coke  Company  of  Chicago  pays  a  death 
benefit  of  an  amount  equal  to  one  year's  salary  to  de- 
pendents of  all  employees  who  have  given  one  year  or 
more  of  service.  That  is  an  unusually  generous  rul- 
ing. The  Cleveland  Foundry  Company,  makers  of  oi1- 
stoves,  pay  death  benefits  ranging  from  two  hundred 
to  one  thousand  dollars,  depending  upon  the  length 
of  service  of  the  deceased  employee.  Dependents  of 
employees  who  have  been  in  the  employment  of  the 
company  for  less  than  three  months  are  paid  a  death 
benefit  of  two  hundred  dollars.  Dependents  of  em- 
ployees of  more  than  three  months'  service  get  the 
equivalent  of  one  year's  wages,  subject  to  a  maximum 
amount  of  one  thousand  dollars.  If  there  are  no  de- 
pendents, then  nothing  but  the  funeral  expenses  are 
paid." 

Struthers  drew  a  long  breath.  He  dug  his  hand 
into  his  pocket  and  drew  out  his  pipe.  He  lit  it  and 
took  a  deep  whiff  at  it  before  he  went  on. 

"So  much  for  facts,  Hardwick.  They  tell  their  own 
story,  of  course.  I  don't  need  to  rub  it  in.  But  un- 
derstanding what  production  means  to  a  plant,  apart 
from  the  appreciation  of  the  human  material  with 
which  you  are  working,  you  can  readily  see  what  these 
things  will  mean  toward  making  the  employee  desirous 
of  continuing  his  connection  with  a  firm.  Take  the 
matter  of  insurance,  for  instance.  A  man  will  think 
twice  before  giving  up  a  job  that  will  give  his  wife  and 
youngsters  something  with  which  to  face  the  world 


240  Humanizing  Industry 

after  he  'goes  west/  It  gives  him  a  feeling  of  safety 
and  confidence  that  goes  far  toward  building  up  a 
warm  regard  between  the  man  who  is  responsible  for 
the  plan  and  himself.  And,  as  I  have  emphasized 
^<;ain  and  again,  you  cannot  discount  the  value  of 
this  feeling.  You  can't  afford  to  be  superior  to  it.  It 
is  something  alive,  vibrant,  active.  It  brings  definite 
results  in  the  relation  between  your  supply  of  mate- 
rial and  the  demand  that  your  purchasers  make. 

"I  understand  fully,"  Struthers  continued  after  a 
few  puffs  at  his  pipe,  "that  all  these  reforms  can  be 
turned  to  vicious  purposes.  What  I  mean  is,  that 
some  employers  may  inaugurate  them  for  the  main 
and  only  purpose  of  attracting  workers  where  the 
other  conditions  of  the  plant  would  serve  to  repel 
them.  Unclean  working  conditions,  dark  factories, 
long  hours,  things  of  that  sort.  It  has  been  done,  I 
know.  An  unscrupulous  employer  will  dangle  the 
bait  of  an  insurance  plan  and  the  foolhardy  and  near- 
sighted man-out-of-a-job  will  bite.  He  wrill  get  the 
insurance,  or  rather  his  wife  and  children  will,  and 
much  sooner  than  he  might  if  he  were  working  under 
healthful  and  progressive  shop  conditions.  I  am  not, 
however,  speaking  of  that  type  of  employer.  He  is 
certainly  not  the  progressive  one  and  most  certainly 
not  the  successful  one. 

"You  see,  Hardwick,  there  has  to  be  something 
more  than  a  superficial  gloss  of  humanity  that  mas- 
querades over  a  deep  feeling  of  enmity  and  bad  faith. 


Pensions,  Disability  and  Death  Benefits  241 

You  were  inclined  to  think  well  of  the  phrase  used 
to  designate  the  type  of  reform  we  needed  in  indus- 
try. I  spoke  of  the  humanizing  of  industry.  Well, 
that's  what  you  are  doing  when  you  make  plans  to 
assure  your  employees  that  they  and  their  families 
will  be  cared  for  when  that  need  arises.  And  what's 
more,  that  they  will  be  cared  for,  not  because  it  hap- 
pens to  be  your  whim  to  do  so  but  because  you  feel 
that  the  employee  is  entitled  to  such  care  after  he  has 
given  you  the  best  of  himself  in  years  of  service. 
Whims  have  nothing  to  do  in  industry  unless  they 
arise  out  of  a  sense  of  justice  and  human  fellowship." 

Hardwick  smiled. 

"And  yet  it  was  a  whim  that  made  me  ask  you  to 
come  to  me  here,"  he  said. 

"Oh,  no,"  was  the  quick  retort.  "Oh,  no.  You're 
wrong  there.  It  was  not  a  whim.  It  was  sound  com- 
mon sense,  business  sense,  if  you  will.  Things  were 
at  sixes  and  sevens;  you  found  that  the  old  methods 
didn't  go;  you  didn't  know  or  were  afraid  to  try 
new  methods;  you  decided  like  a  drowning  man  to 
clutch  at  a  straw ;  I  was  the  straw,  not  because  it  was 
a  whim  of  yours  to  make  me  so  but  because  Thomp- 
son had  spoken  of  me  to  you.  Come,  come,  Hardwick, 
confess.  If  this  place  is  going  to  be  changed,  it  won't 
be  because  it  was  due  to  a  whim  of  yours  but  because, 
I  repeat,  you  discovered  that  old  methods  didn't  go 
and  that  new  methods  had  to  come.  Because,  old 
man,  you  hate  a  failure  worse  than  you  hate  the 


242  Humanizing  Industry 

thought  of  Hell  and  because  you  wanted  to  know  the 
things  that  would  prevent  you  from  being  one.  Xot 
that  I  can  do  more  thaji  tell  you,  Hard  wick,  for  I 
can't.  Changing  things  is  something  that  you  have 
got  to  do  for  yourself.  What  I  can  do  is  to  show  you 
the  things  that  are  being  done  by  successful  men,  by 
men  with  vision ;  by  men  who  appreciate  that  the  only 
way  to  keep  things  humming  with  the  song  of  things 
being  done  is  to  step  in  line  with  the  tune  of  the  times. 
And  the  tune  of  to-day  is  a  very  fine  and  beautiful 
one,  if  you  will  only  stop  to  hear  it.  It  is  the  one  of 
understanding  and  cooperation  among  human  beings. 
You  lose  nothing  in  prestige  and  dignity  by  singing 
it.  You  gain  a  wealth  of  power  in  increase  of  energy 
and  spirit."  Struthers  stopped  and  turned  to  his  pipe 
once  more.  Hardwick  broke  the  silence  that  ensued 
for  a  few  moments. 

"And  suppose,  Struthers,  just  suppose  for  a  mo- 
ment," he  said,  "that  I  follow  your  damn  fool  ideas 
about  singing  and  all  that  stuff,  what  good  will  that 
do  me  if  my  men  won't  sing  with  me?  You  don't  sup- 
pose that  the  idea  of  being  a  soloist  is  a  very  attractive 
one.  It  makes  me  feel,  well,  I  can  think  of  no  better 
comparison  than  that  of  dreaming  that  you're  walking 
around  without  your  clothes  on.  You  know  that 
dream.  Lots  of  people  about,  dressed  and  decent  and 
you  undressed  and  indecent.  Suppose  I  do  these  things 
that,  to  you,  seem  the  be-all  and  end-all  of  success  in 
industry,  suppose  I  do  them  and  the  men  think  me  a 


Pensions,  Disability  and  Death  Benefits  243 

damn  fool  and  laugh  at  me  behind  my  back  and  call 
me  all  sorts  of  a  soft  dotard.  Suppose  that  while  I 
am  singing  this  mighty  song  of  yours  of  understand- 
ing and  cooperation,  these  men  of  mine  are  carousing 
in  a  drunken  brawl  over  the  foolishness  of  the  man 
who  is  employing  them.  Figuratively  speaking,  of 
course.  How  do  I  know  they  want  these  things?  A 
job's  a  job  to  them ;  it's  not  a  life  work." 

Struthers  got  up  from  his  chair.  He  looked  down 
at  Hard  wick. 

"How  you  argue,  man.  Around  and  around  in  a 
circle.  First  you  see  the  value  of  these  things,  then 
you  don't;  you  listen  to  facts  that  argue  for  per- 
manency in  a  man's  job ;  you  agree  that  there  is  truth 
and  sense  behind  them  and  then  you  grow  fearful  lest 
you  be  taken  in  by  something ;  you  are  convinced  that 
other  men  have  successfully  tried  out  these  experi- 
ments and  then  you  want  to  know  whether  your  men 
want  them. 

"Whether  they  want  them  or  not  is  not  so  much 
the  point,"  he  continued.  "They  want  something.  The 
thought  may  not  have  found  shape  in  their  minds  but 
it  is  there.  If  they  do  get  something  valuable  and 
constructive  they  will  be  quick  to  appreciate  it  and 
quick  to  understand  it  was  that  they  were  fretful 
about.  Stop  wondering  about  what  will  be  thought 
of  your  schemes.  Do  things  and  find  out.  How  do 
you  imagine  the  men  who  first  started  this  work  of 
getting  closer  to  their  employees  felt?  Not  only  were 


244  Humanizing  Industry 

they  open  to  the  distrust  of  their  employees,  this  thing 
you  so  foolishly  fear,  but  they  were,  besides,  open  to 
the  ridicule  of  their  fellow-employers.  There,  if  you 
please,  was  the  real  fight.  And  was  there  any  dis- 
trust and  ridicule?  No.  And  why?  Because  the 
movement  was  so  basically  sound ;  so  humanly  sound. 
For  heaven's  sake,  Hardwick,  stop  being  so  damnably 
self-conscious  and  introspective.  Get  out  of  yourself ; 
stop  appraising  yourself  and  learn  to  be  a  human 
being.  It  is  going  to  cost  you  some  money  to  begin 
with,  I  confess,  but  it  will  be  very  much  worth  your 
while." 

Hardwick  sat  looking  at  Struthers  a  few  moments 
after  the  latter  had  finished.  A  curious  smile  played 
about  his  lips.  He  moistened  his  lips  with  his  tongue, 
then  drew  in  his  upper  lip  between  his  teeth.  The 
smile  still  played  around  his  lips  when  he  spoke. 

"Do  you  know,  Struthers,  that  you  have  a  curious 
way  of  getting  down  to  the  bottom  of  things  in  spite 
of  your  wayward  digressions?  That  about  my  being 
self-conscious  and  introspective,  for  instance.  How 
the  blue  moon  did  you  know?  And,  by  the  way,  where 
do  you  get  all  of  this?  Where  did  you  get  your  knowl- 
edge of  human  beings  and  the  method  of  tackling 
them?  Why  is  it  that  you  can  talk  to  Hurley  and 
Larry  in  a  way  that  is  not  offensive  both  to  yourself 
and  to  them  and  that  I  can't?  Where  did  you  get 
your  philosophy  of  the  humanness  of  human  beings?" 


Pensions,  Disability  and  Death  Benefits  245 

Struthers  went  on  puffing  at  his  pipe.  When  he 
spoke  his  voice  was  low  and  reminiscent. 

"You  want  to  know  where  I  got  this  philosophy 
of  the  humanness  of  human  beings?"  He  grunted 
amusedly.  "By  rubbing  up  against  them,"  he  said 
after  a  While.  "By  rubbing  up  against  them  close. 
So  close  that  I  could  smell  either  their  onion  breath 
or  the  odor  of  .the  good  clean  soap  with  which  they 
bathed  themselves.  But  whether  it  was  an  onion 
breath — come,  don't  look  disgusted — or  the  odor  of 
expensive  soap,  the  make-up  of  the  man  behind  it  was 
the  same.  To  a  degree,  of  course.  Some  were  bril- 
liant, and  some  were  stupid,  or  perhaps  only  ignorant, 
but  behind  it  all,  as  I  have  said  before,  there  was  the 
same  human  being  with  the  same  qualities  for  being 
sad  or  being  happy,  of  being  satisfied  or  discontented, 
of  being  successful  or  being  a  failure.  Again  I  say, 
in  varying  degrees  and  in  different  degrees. 

"The  opportunity  was  given  me  to  discover  this  in 
the  newspaper  work  I  was  doing  for  a  time.  There 
is  nothing  like  a  job  on  a  paper,  Hard  wick,  that  will 
make  you  see  how  few  are  the  patterns  out  of  which 
kuman  beings  are  shaped.  How  pitifully  few.  It 
would  seem  to  you  that  because  of  this  scarcity  of 
pattern,  human  beings  would  more  quickly  recognize 
themselves  in  their  neighbors.  But  they  don't.  Each 
one  of  them  goes  on  with  the  very  foolish  belief  that 
what  was  once  said  of  Lincoln  is  equally  true  of  them- 
selves. That  the  Lord  made  one  image  and  then  lost 


246  Humanizing  Industry 

the  pattern.  It's  funny  that.  Except  that  it  some- 
times is  sad."  He  looked  up  with  a  smile.  "You  and 
Hurley  are  a  good  deal  alike,  you  know.  You  resent 
my  saying  that.  So  does  he.  But  you  are  alike  in 
spite  of  the  fact  that  he  considers  himself  an  intel- 
lectual wage-slave  or  some  such  tommyrot  and  you 
consider  yourself  a  scion  of  nobility  or  some  other 
such  nonsense.  It  all  boils  down  to  the  same  thing. 
You  are  both  wrong.  There  is  nothing  the  matter 
with  either  of  you  except  that  you  are  two  human 
beings.  And  there  would  be  nothing  the  matter  with 
you  if  you  both  appreciated  that. 

"However,  to  go  on.  I  used  to  be  sent  out  on  stories. 
All  sorts  of  stories  which  meant  meeting  all  sorts  of 
people.  At  first  I  was  scared,  fearfully  so.  When  I 
was  sent  to  see  a  big  man  I  was  afraid  my  mind  was 
too  small  to  encompass  him.  And  when  I  was  sent 
to  see  somebody  at  the  other  end  of  the  social  scale 
I  felt  self-conscious  for  fear  I  should  embarrass  him. 
It  was  tough  work.  But" — he  paused  reminiscent- 
ly — "but  I  soon  discovered  that  the  mind  of  the  big 
man  was  not  so  overawing  as  I  imagined  and  that 
the  man  who  might  possibly  be  in  his  employ  was  not 
so  very  greatly  stunned  in  my  presence.  The  fact  of 
the  matter  is,  I  suppose,  that  all  men  feel  a  kinship 
to  newspapers.  They  open  up  and  grow  confidential 
to  a  newspaper  man  where  they  might  not  to  an  ac- 
quaintance. There  is  a  very  good  reason  for  this. 
When  a  man  has  something  to  say  for  publication,  it 


Pensions,  Disability  and  Death  Benefits  247 

usually  concerns  one  of  his  pet  hobbies.  That  is  what 
usually  impels  him  to  get  into  print.  And  there  is 
nothing  about  which  a  man  will  grow  so  loquacious 
as  a  hobby,  whether  that  hobby  is  politics  or  pet 
canaries.  And  once  you  get  a  man  talking,  you  dis- 
cover the  color  of  his  make-up. 

"It  was  not  long  before  I  came  to  the  conclusion  that 
there  was  nothing  to  fear  in  meeting  any  man — or 
any  woman,  for  that  matter.  Way  down  deep  below 
the  surface,  they  were  all  the  same,  prompted  by  the 
same  desires,  the  same  prejudices,  the  same  ambitions. 
That  if  they  were  given  only  half  a  chance  they  would 
expand  and  show  the  human  material  out  of  which 
they  were  fashioned.  And  all  were  human,  Hardwick, 
all  of  them.  Without  exception.  All  interested  in 
holding  down  and  talking  about  his  own  particular 
job  and  all  anxious  to  show  that  without  him  the  job 
could  not  exist.  All  ready  to  talk  of  the  little  details 
that  go  into  the  make-up  of  his  life  and  all  willing  to 
discourse  on  the  need  of  changing  this  old  world  of 
ours."  Again  Struthers  paused  for  a  pull  at  his  pipe. 
He  slowly  exhaled  the  smoke  through  his  nostrils, 
then  continued.  "It  wasn't  unpleasant  all  of  this.  As 
a  matter  of  fact,  it  was  mighty  pleasant.  And  inter- 
esting. And  warm.  It  gave  you  a  feeling  of  kin- 
ship with  the  world.  Made  you  feel  that  because  of 
this  quality  of  humanness  there  was  some  hope  of  ar- 
riving at  an  understanding  between  the  component 
parts  of  society. 


248  Humanizing  Industry 

"I  drifted  into  this  employer  and  employee  wrangle. 
Here,  too,  I  found  that  the  employer  was  human  and 
that  the  employee  was  human.  That  they  were  both 
men.  That  if  given  half  a  chance  they  might  under- 
stand each  other.  That  under  other  circumstances 
they  would  understand  each  other.  That  if  the  condi- 
tions were  different,  if  both  men  were  owners  of 
plants  or  both  men  workers  in  plants,  they  would  be 
playing  poker  together,  and  have  their  wives  visiting 
each  other  and  have  their  children  quarreling  with 
each  other.  But  conditions  not  being  different,  they 
hid  their  humanness  from  each  other.  It  was  part 
of  the  game  they  were  playing,  that  of  holding  down 
their  jobs.  John  Brown  felt  that  because  he  employed 
Tim  Murphy,  he  had  to  bark  at  Tim  whenever  he  gave 
him  an  order,  and  Tim  Murphy  seemed  to  think  that 
part  of  his  job  lay  in  snarling  at  John  Brown  when- 
ever the  latter  turned  his  back.  They  thought,  and 
heaven  help  them,  still  think,  that  these  were  the  rules 
of  the  game.  They  forgot  that  they  were  human  be- 
ings, that  they  had  hundreds  of  things  in  common,  not 
the  least  of  which  was  their  work. 

"But  underneath  it  all,  Hardwick,  John  Brown 
hates  the  barking  and  Tim  Murphy  hates  the  snarling. 
They  are  human  beings,  you  know,  and  this  business 
of  performing  the  dog  trick  is  not  very  satisfying. 
John  Brown  is  a  human  being  who,  by  virtue  of  his 
ability  and  force  of  circumstances,  is  in  a  position 
to  direct  a  big  job.  In  the  same  manner  Tim  Murphy 


Pensions,  Disability  and  Death  Benefits  249 

because  of  his  peculiar  aptitudes  holds  down  a  dif- 
ferent kind  of  a  job.  Both  their  jobs,  however,  depend 
on  one  thing — the  health  of  the  plant,  by  which  I  mean 
the  degree  of  success  of  the  plant.  And  the  health 
of  any  plant  can  be  greatly  improved  by  giving  it 
coordinated  treatment  instead  of  the  constant 
wrangling,  tearing,  backbiting  that  will  wear  down 
the  nerves  of  any  organization.  You  may  smile  at 
my  speaking  of  the  nerves  of  an  organization.  But, 
Hardwick,  every  organization  has  nerves.  You  can 
feel  them  the  minute  you  come  into  a  shop  or  a  fac- 
tory. Some  of  them  are  torn  and  mangled  and  some 
of  them  are  strong  and  firm.  They  are  a  reflection  of 
the  shades  and  leanings  and  temperament  and  happi- 
ness of  the  mass  of  human  beings  that  make  up  the 
group.  But  always,  always,  Hardwick,  it  is  the 
human  being  end  of  it  that  you've  got  to  understand." 
Again  Struthers  relapsed  into  silence. 

Hardwick  stood  up,  walked  up  and  down  the  room 
a  few  times,  then  stopped  before  Struthers. 

"It  all  sounds  so  simple,  Struthers,  when  you  speak 
that  way.  You  with  your  great  faith  in  humanity. 
But  it  isn't  really  so  simple.  It  isn't.  Because 
humanity  is  not  so  simple.  They  sometimes  frighten 
me,  those  different  shades  and  leanings  that  you  speak 
of.  You  may  strike  a  responsive  chord  in  one  of  them 
but  the  others  remain  untouched.  How  are  you  going 
to  get  at  all  of  them,  and  can  you  get  at  all  of  them? 
Can  you?  Won't  you  always  be  open  to  suspicion  of 


250  Humanizing  Industry 

underhanded  motives?  There's  the  rub,  Struthers. 
There  it  is.  That  no  matter  what  you  do  and  what  the 
motive  that  impels  you  to  do  it,  it  will  be  miscon- 
strued by  a  good  number  of  the  men  it  affects." 

"True,"  Struthers  agreed.  "Up  to  a  certain  point, 
however.  Once  you  have  conscientiously  done  every- 
thing that  it  is  in  your  power  to  do  to  assure  the  men 
that  you  are  acting  straight  and  aboveboard  with 
them  and  are  giving  them  what  they  like  to  call  a 
'square  deal7  you  have  won  the  battle.  For,  Hard- 
wick,  you  will  have  appealed  to  every  type  of  in- 
dividual among  them.  To  some  of  them  it  will  be  the 
educational  measures  that  will  bring  you  closer  to 
them;  to  others  it  will  be  the  recreational;  to  still 
others  it  will  be  the  pension  plans,  and  so  on  and  so 
on  indefinitely.  Each  to  his  own  liking.  Each  to  his 
own  need.  Human  likings  and  human  needs,  Hard- 
wick.  Kemember  that,  always.  Human  likings  and 
human  needs.  They  play  an  important  part  in  the 
life  of  the  plant." 


CHAPTER  EIGHT 

I 

HOUSING 

THE  factory  whistle  blew  its  shrill  dismissal.  In 
response  to  it  the  men  came  pouring  out  of  the  doors 
of  the  buildings.  Hardwick  watched  them  from  the 
window  of  his  office.  He  noticed  that  a  good  many 
of  the  men  had  apparently  taken  advantage  of  the 
cleaning-up  facilities  which  had  been  installed  in  the 
shops.  They  were  not  half -bad  to  look  at,  these  men 
of  his,  with  the  dirt  and  grease  washed  off  their  faces. 
Not  a  few  of  them  had  doffed  their  overalls  and 
changed  into  street  clothes.  That,  too,  was  a  decided 
improvement.  He  noticed  the  boy,  Larry,  walking 
along  with  a  swift  easy  grace  that  his  ill-fitting  but 
clean  clothes  could  not  hide.  He  looked  like  a  capable 
lad.  Hardwick  took  in  the  clear-cut  features,  the 
deep-set  eyes,  the  high  cheek-bones.  It  was  a  good 
face  made  attractively  expressive  by  a  spirit  of  re- 
sponsibility that  hovered  over  it.  The  boy  was  near- 
ing  the  window  at  which  Hardwick  was  standing. 
With  an  ungovernable  impulse  Hardwick  pulled  up 
the  lower  sash  and  stood  waiting  for  him  to  pass.  As 
he  came  within  hearing  range,  Hardwick  called  out: 

251 


252  Humanizing  Industry 

"Oh,  Larry." 

The  brisk  tones  of  his  employer  caught  the  ear  of 
the  boy.  He  stopped.  A  half -embarrassed  and  half- 
worried  smile  played  about  his  lips. 

"Yes,  sir,"  he  responded  and  came  closer  to  the 
window.  Now  that  the  boy  was  there,  Hard  wick  won- 
dered what  had  made  him  call  him.  The  two  stood 
awkwardly  facing  each  other  for  a  few  seconds,  then 
Hardwick  spoke. 

"Your  hip,  Larry,  how  is  it  coming  on?" 

The  boy  flushed.  For  a  moment  it  seemed  to  Hard- 
wick  that  a  quick  look  of  relief  spread  over  his  fea- 
tures. He  wasn't  sure,  however. 

"It's  all  right  now,  sir,"  the  boy  responded  with  a 
smile.  "It  wasn't  really  very  serious.  Except  that 
I  had  to  stay  in  bed  for  a  while."  The  flush  on  his 
face  grew  deeper  as  he  continued. 

"Mr.  Hardwick,  you've  been  very  good  to  mother 
and  me.  I  want  to  thank  you  for  taking  care  of  us 
those  weeks.  I  didn't  think  I  was  going  to  be  paid 
for  that  time.  The  fault  was  mine.  I  knew  that  the 
new  ladders  were  in  the  next  room." 

Hardwick  looked  quizzically  at  the  boy.  The  boy's 
eyes  met  his.  "Hm.  You  say  the  fault  was  yours. 
Hurley  says  it  was  mine.  That  was  the  reason  he 
gave  for  having  your  pay  advanced  to  you  while  you 
were  ill.  What  do  you  say  about  that?" 

The  boy  shifted  his  weight  uneasily.  The  young 
mouth  tightened  in  a  manner  that  was  much  too  old 


Housing  253 

for  it,  Hardwick  noticed  it  and  wondered  what  was 
coming  next.  Finally  the  boy  spoke. 

"I'll  say  this,  sir,"  he  said.  "The  fault  was  mine 
because  I  was  in  a  hurry  to  get  at  some  work  on  one 
of  the  machines  and  didn't  want  to  run  into  the  next 
shop.  It  was  Mr.  Hurley's  kindness  that  made  him 
tell  you  what  he  did.  He  thought  he  was  being  square 
to  me  when  he  asked  you  to  continue  my  pay.  If  you 
think  it  was  wrong,  you  can  take  it  out  of  my  pay 
envelope,  bit  by  bit." 

Hardwick's  brow  knit  together  at  the  expression  of 
youthful  courage  and  pride  before  him.  He  looked 
at  the  boy  with  new  interest.  Here  was  fine  human 
material ;  a  fine  human  being  in  the  making.  Struth- 
ers  was  right  when  he  had  spoken  about  developing 
human  potentialities  to  the  highest  possible  degree. 
Larry  was  worth  an  experiment.  A  movement  of  the 
boy  as  if  to  go,  arrested  Hardwick's  train  of  thought. 
He  turned  to  him  again. 

"Forget  that  about  the  money.  Hurley  was  right. 
It  was  no  more  than  doing  the  square  thing  by  you. 
Suppose  you  come  in  and  see  me  to-morrow  afternoon. 
At  three  o'clock.  Tell  Hurley  to  release  you.  All 
right."  He  nodded  to  the  astonished  boy  and  turned 
to  some  work  at  the  table.  The  boy  walked  on. 

Hardwick  was  interrupted  by  a  shadow  on  his  pa- 
pers and  the  sound  of  Struthers'  voice. 

"Hello,  chief.  Thought  I'd  stop  and  say  good  eve- 
ning to  you  same  as  young  Larry  did,"  he  said. 


254  Humanizing  Industry 

It  was  Hardwick's  turn  to  flush.  He  made  no  ref- 
erence to  the  talk  with  the  boy,  however,  but  went  on 
to  speak  of  other  things. 

"I  was  looking  out  for  you,  Struthers.  I  thought 
I'd  take  you  home  with  me  if  I  saw  you  passing.  Can 
you  make  it  to-night?  And  is  there  anything  you  have 
up  your  sleeve?  I  am  willing  to  be  amused.  And 
instructed.  Come  along,"  he  urged,  as  he  saw  Struth- 
ers standing  undecided. 

Struthers  bit  his  upper  lip  in  contemplation.  An 
amused  twinkle  came  into  his  eyes.  It  was  gone,  how- 
ever, when  he  spoke. 

"I'll  tell  you  what,  Hardwick,"  he  said.  "I'll  go 
with  you  if  you'll  come  by  the  house  and  let  me  load 
myself  with  some  barrage.  What  do  you  say  to  that?" 

"All  right/'  was  the  quick  response.  "I'll  get  the 
car  to  run  us  over  there."  He  made  a  motion  to  call 
the  chauffeur.  Strutheru  interrupted  him. 
j  "No,  old  man,  not  with  the  car.  We'll  walk  it. 
Same  as  I  do  every  night.  It's  not  very  far.  And  it 
will  be  a  good  deal  more  comfortable.  Your  car 
couldn't  make  it  in  those  roads.  Besides,  it  would 
create  too  much  of  a  sensation  to  have  the  boss's  car 
stop  in  front  of  the  Hurley  house.  Come  on." 

Half  reluctantly  and  half  willingly,  Hardwick  got 
into  his  hat  and  coat  and  started  off  with  Struthers. 
Before  going  he  instructed  his  chauffeur  to  meet  them 
at  the  Kawburn  station. 

They  said  very  little  to  each  other  on  the  way. 


Housing  255 

When  they  came  into  the  village  proper,  however, 
Struthers  began  pointing  out  the  ugly  weather- 
beaten  houses,  telling  Hardwick  the  names  of  their 
tenants. 

"That  house  straight  ahead  of  us,  with  the  hanging 
shutters  and  broken  doorway,  belongs  to  one  of  the 
foundrymen.  That  is,  he  lives  in  it.  Or  tries  to.  He 
isn't  in  it  very  often.  Thinks  the  foundry  a  warmer 
place.  And  when  he's  away  from  the  foundry,  finds 
the  saloon  down  the  way,  a  bit,  a  cozier  spot.  Has  a 
wife  and  six  kids.  All  under  twelve. 

"The  one  on  the  other  side  is  Witlik's,"  Struthers 
continued.  "He's  in  our  shops.  A  coat  of  paint 
wouldn't  hurt  it.  Neither  would  some  new  windows 
— and  shingles — and  a  chimney.  It's  queer  how  care- 
less these  people  are  with  the  property  of  another 
man." 

Hardwick  looked  sharply  at  the  man  beside  him  to 
see  whether  he  was  laughing  at  him.  There  was  noth- 
ing in  the  face  of  Struthers,  however,  that  could  in- 
dicate that  fact.  It  was  cool  and  impersonal.  Its  ex- 
pression was  that  of  a  man  acting  as  official  guide. 

They  passed  another  ugly  little  shack,  with  a 
drunken  chimney  perched  at  one  end  of  its  roof.  A 
window  box  with  some  half  frozen  flowers  stood  on 
one  of  the  crooked  chipped  sills.  Hardwick  noticed 
the  house. 

"Who  lives  here?"  he  asked. 

"Larry,"  Struthers  replied.  "Larry  and  his  mother." 


256  Humanizing  Industry 

Hardwick  made  no  answer.  The  two  men  walked 
on  silently.  In  the  dusk  of  the  evening,  Hardwick 
was  not  recognized  and  the  possible  stir  that  might 
have  been  made  by  his  presence  in  the  village  was 
avoided. 

At  last  they  came  to  Hurley's  house.  Struthers 
stopped. 

"This  is  where  I  live,"  he  said.  "Come  in.  They 
don't  expect  you  but  I  imagine  it  will  be  all  right." 
Before  Hardwick  could  stop  him,  he  had  knocked  on 
the  door  and  turned  the  knob  in  answer  to  the  sum- 
mons from  within.  The  light  of  the  flaring  gas  out- 
lined the  two  figures  at  the  door.  Hurley,  who  was 
seated  at  the  table,  stood  up  in  amazement. 

"Nothing  wrong  at  the  works,  is  there?"  he  called 
out,  getting  into  his  coat.  Struthers  smiled. 

"No",  Hurley.  Sit  down  and  don't  grow  excited. 
There's  nothing  wrong  at  the  works.  I  just  came  to 
get  some  material  that  Mr.  Hardwick  wanted  and  he 
thought  he'd  come  with  me  to  get  it.  That's  all." 
Struthers  turned  from  him  to  Mrs.  Hurley.  "Mrs. 
Hurley,"  he  said  with  a  fine  courtesy,  "this  is  Mr. 
Hardwick."  Hardwick  acknowledged  the  introduc- 
tion in  the  same  manner  as  it  was  given.  Mrs.  Hur- 
ley extended  a  hand  that  she  had  been  wiping  on  her 
apron.  Hardwick  took  and  shook  it  gravely.  "I'm 
glad  to  know  you,  sir,"  she  said.  "I've  heard  of  you 
often  from  Ben,  there."  There  was  an  awkward  pause. 


Housing  257 

Hurley  stood  playing  with  the  ends  of  the  red  table- 
cloth while  Mrs.  Hurley  stood  gazing  at  the  two  men. 
Struthers  broke  the  silence  by  calling  Hardwick  into 
his  room.  Hardwick,  glad  to  get  out  of  the  hard 
glare  of  light,  followed  him.  He  watched  Struthers  as 
he  pulled  the  suitcase  from  beneath  the  bed  and  ex- 
tracted some  papers  from  it.  He  looked  around  at  the 
bare  room  furnished  with  its  bed  and  chair  and  with 
little  else.  Struthers  was  soon  finished.  He  looked 
up  at  Hardwick.  The  man's  face  told  him  nothing. 
Struthers  wondered  what  he  was  thinking  but  asked 
no  questions.  All  he-said  was: 

"You'd  better  go  out  first.  The  two  of  us  can't  walk 
abreast  here." 

"No,  it's  quite  plain  we  can't,"  was  the  laconic 
reply. 

Hurley  was  still  standing  at  the  table  when  they 
came  into  the  bigger  room.  Mrs.  Hurley  was  busying 
herself  at  the  stove.  Struthers  addressed  himself  to 
her. 

"I  am  sorry,  Mrs.  Hurley,  but  I  shan't  be  home  for 
supper  to-night.  There's  some  work  that  Mr.  Hard- 
wick wants  me  to  go  over  with  him."  Then  he  turned 
to  Hurley.  "We're  going  down  by  way  of  the  sta- 
tion, Hurley.  Do  you  want  to  walk  down  with  us  be- 
fore you  eat?"  Hurley  looked  at  Hardwick  while  he 
fingered  his  coat.  The  latter  grew  aware  of  the  look 
and  gruffly  repeated  the  invitation. 


258  Humanizing  Industry 

"Yes,  come  along,"  he  said.  "You  doubtless  know 
the  road  better  than  Struthers,"  he  added,  half  in 
apology. 

Hurley  got  into  his  coat  and  left  with  the  men. 
It  had  grown  quite  dark  by  this  time.  Here  and  there 
a  crooked  lamp-post  sent  out  its  bleary  light  on  the 
ugly  broken  road  ahead  of  them.  Hardwick  stumbled 
in  the  dark  a  number  of  times.  Every  now  and  then 
the  voice  of  Hurley  would  call  out,  "Easy  there  ahead. 
There's  a  bad  place  there,"  or  "You'd  better  let  me 
walk  ahead."  The  men  walked  on,  Struthers  still 
pointing  out  the  badly  dilapidated  houses  to  Hard- 
wick.  Occasionally  he  would  turn  to  Hurley  for  con- 
firmation of  the  names.  They  stopped  at  the  dark- 
ened windows  of  one  house. 

"Who  lives  here  or  who  used  to  live  here?"  Hard- 
wick  asked. 

"Wheeler,"  Hurley  remarked  shortly.  "Wheeler; 
his  mother  lived  with  him.  Had  four  kids,  three 
boys  and  a  girl.  The  old  lady  came  down  with  typhoid. 
No  sewage  system  here,  you  know.  Just  scavengers. 
They  come  along  sometimes.  The  damn  thing  went 
through  the  family.  Except  Wheeler.  The  old  lady 
and  three  of  the  kids  died.  Just  about  knocked 
Wlieeler  silly.  He  left  with  his  boy  six  months  ago. 
Went  to  the  city,  I  think.  I  haven't  heard  from  him 
since." 

The  men  walked  on  in  silence  after  he  had  finished. 
Before  very  long  the  flickering  lights  of  two  lamp- 


Housing  259 

posts  lit  up  their  faces.  It  showed  Hardwick's,  tense 
and  stern,  between  those  of  Struthers  and  Hurley. 

"What  are  those  two  lamp-posts  here  for?"  Hard- 
wick  asked. 

"The  station's  around  the  corner,"  Hurley  replied. 

"I  see/'  was  the  quiet  response. 

As  they  turned  the  corner,  the  glare  of  Hardwick's 
car  met  them  full  in  the  face.  After  the  darkness  of 
the  road,  it  was  blinding  in  its  effect. 

"Queer  what  a  difference  a  bit  of  electrical  juice 
can  make,"  Struthers  remarked.  "It's  as  light  as  day 
here  and  dark  as  the  night  back  there.  You  going 
now,  Hurley?"  he  asked,  as  the  man  made  a  motion  to 
leave  them. 

Hurley  answered  in  the  affirmative.  He  mumbled 
a  brief  good-by  and  left  them.  Hardwick  was  in 
the  car  by  this  time.  He  leaned  out  and  called  after 
the  retreating  figure. 

"Good  night,  Hurley.  Good  night.  And  thanks  for 
helping  me  over  the  rough  places." 

The  car  sped  away  into  the  darkness. 

The  two  men  were  too  greatly  taken  up  with  their 
own  thoughts  to  say  anything  to  each  other  on  the 
way  to  Hardwick's  home.  Dinner  was  spent  in  com- 
parative silence.  It  was  not  until  the  men  were  seated 
in  the  living-room  that  they  began  to  talk.  Hardwick 
paced  up  and  down  the  room  while  Struthers  sat  in 
his  old  chair  by  the  fire.  Finally  the  former  broke 
out  with  the  words: 


260  Humanizing  Industry 

"How  can  you  live  there,  Struthers?  How  can  you 
stand  that  dirt  and  cheapness  and  squalor?  Man,  it's 
horrible." 

"Aye,  it's  horrible,"  Struthers  assented.  "But 
where  else  can  I  live?"  he  asked. 

"Here,  of  course,  here.  You  pack  up  your  things 
to-morrow  and  come  over  to  this  place.  Heaven  knows 
why  I  let  you  go  there  at  the  very  beginning.  I  didn't 
know  it  was  as  bad  as  that.  You  won't  stay  there  any 
longer.  That's  settled." 

He  stopped  before  Struthers'  chair.  The  latter 
shook  his  head  in  disagreement. 

"No,  Hardwick,  that's  not  settled.  I  am  going  on 
living  there.  Apparently  the  only  reaction  you  got 
to  the  conditions  you  saw,  was  a  regret  that  a  friend 
of  yours  was  living  there.  Well,  a  good  many  friends 
of  mine  are  living  there.  And  a  good  many  other 
friends,  of  yours  too,  for  that  matter.  What  are  you 
going  to  do  about  those?  You  can't  bring  all  of  them 
over  here." 

Hardwick  continued  pacing  up  and  down  the  room. 
Again  he  stopped  before  Struthers. 

"Well,  wThat  can  I  do  about  it?"  he  demanded. 
"Those  people  are  not  used  to  anything  better  and  by 
very  virtue  of  the  fact  that  they  stay  there,  are  will- 
ing to  live  under  those  conditions.  Different  people 
have  different  tastes,  Struthers.  Some  are  more 
fastidious  and  others  less  fastidious.  Your  tastes  have 
been  trained.  There  is  no  reason  in  the  wide  world 


Housing  261 

why  you  should  be  living  amidst  those  surroundings 
when  you  can  live  over  here.  Come,  Struthers,  don't 
be  an  ass.  Have  your  things  moved  over  here." 

Struthers  shook  his  head  a  second  time. 

"Your  crooked  philosophy  again  coming  to  the  fore. 
Hardwick,  do  you  for  one  moment  believe  that  the 
people  are  living  in  those  houses  because  of  any  choice 
in  the  matter?  Do  you  for  one  moment  believe  that  if 
there  were  any  opportunity  to  show  an  appreciation 
of  something  vastly  different,  something  clean  and 
healthy  and  wholesome  and  beautiful,  these  people 
would  not  show  it?  Do  you  think  that  they  want  to 
live  there?  That  every  mother's  daughter  of  them  is 
not  continually  urging  her  husband  or  her  father  or 
her  brother  to  leave  the  works  and  go  to  a  place  where 
they  can  live  like  human  beings  and  not  like  so  many 
swine  or  cattle?  Do  you  mean  to  say  that  you  can't 
understand  what  a  case  like  Wheeler's,  for  instance, 
does  to  families  of  the  men  in  the  works  and  what 
the  reaction  is  in  labor  turnover  at  the  works? 

"Hardwick,"  Struthers  continued,  answering  his 
own  questions,  "the  people  living  in  those  houses  are 
staying  there  because  they  can't  help  themselves  or 
because  they  think  they  can't  help  themselves.  The 
men  are  afraid  to  try  another  place.  That's  why  they 
stay  at  the  Rawburn  works.  It's  not  through  love  of 
the  opportunities  offered  here.  They  want  to  give 
their  wives  and  mothers  and  daughters  something 
better  in  the  way  of  homes  and  environment  but  the 


262  Humanizing  Industry 

need  of  meeting  the  wolf  at  the  door  has  them  gripped 
close  by  the  throat  and  they  are  afraid  to  make  a 
move.  That  holds  them  here  and  nothing  else.  That 
is  one  of  the  ghastly  things  upon  which  your  supply 
of  labor  depends.  That  is  one  of  the  ghastly  things 
upon  which  all  labor  in  the  less  progressive  plants 
depends :  Fear.  Fear  of  not  being  able  to  exist  with- 
out the  job.  Just  as  soon  as  that  fear  goes,  just  as 
soon  as  the  men  are  assured  that  there  is  another  job 
waiting  for  them,  they  go,  too.  You  fill  their  places 
with  men  who  have  left  their  old  jobs  for  similar  rea- 
sons. And  in  time  the  new  men  go.  And  more  men 
come  on.  And  other  men  go.  And  so  on  and  on,  al- 
ways shifting,  changing,  replacing.  With  the  de- 
crease of  production  that  is  naturally  entailed.  Again, 
Hardwick,  lack  of  efficiency.  Lack  of  an  appreciation 
of  the  truth  that  it  takes  more  than  a  bench  and  a  set 
of  tools  to  make  a  man  happy  in  his  job ;  that  there 
are  things  outside  jobs  that  determine  his  value  to 
you  as  a  worker.  And  not  the  least  of  those  things 
is  the  house  in  which  the  man  and  his  family  live. 
Live,  I  say,  and  not  quarter.  Quartering  does  not 
answer  the  need.  The  far-seeing  men  in  business 
have  discovered  that.  The  time  of  the  tumble-down, 
ugly,  factory  shack  that  used  to  make  up  the  indus- 
trial village  is  gone.  To-day,  the  village  built  around 
a  plant  is  fashioned  after  the  most  modern  plans 
which  include  housing  improvements  of  every  sort. 
'Town-planning'  and  'industrial  housing-  are  com- 


Housing  263 

paratively  new  phrases,  but  they  are  vital  phrases  in 
the  industrial  life  of  the  nation  in  that  they  mark 
one  of  the  most  important  milestones  along  the  road 
of  industrial  progress. 

"The  war  brought  out  clearly  the  relation  between 
proper  housing  and  production.  The  men  at  the  head 
of  the  government  and  the  men  in  charge  of  govern- 
ment work  soon  came  to  a  realization  that  in  order 
to  meet  the  demand  of  the  armies  overseas  for  produc- 
tion, more  production  and  still  more  production,  it 
was  necessary  to  provide  proper  housing  facilities. 
The  situation  in  Craddock,  Virginia,  was  one  example 
of  this.  Bridgeport  was  another.  Let  me  tell  you 
what  happened  in  Bridgeport.  The  manufacturers 
in  that  city  were  faced  with  the  housing  problem  long 
before  we  entered  the  war.  Bridgeport  is  a  munition 
center  and  supplied  the  allied  armies  with  war  mate- 
rials long  before  America  sent  her  soldiers  overseas. 
The  demand  for  workers  was  sent  broadcast  and  al- 
most overnight  that  city  became  the  Mecca  of  skilled 
and  unskilled  workers  of  every  kind. 

"The  men,  with  their  wives,  sisters,  cousins,  and 
aunts,  swarmed  into  the  busy  manufacturing  town 
and  were  soon  put  to  work  in  the  factories  engaged  in 
war  work.  The  Remington  Arms  Company  employed 
hundreds  of  them;  so  did  the  American  Chain  Com- 
pany, and  the  Crane  Company,  and  the  Melville  Iron 
Company,  and  many  more  of  them,  all  within  a  small 
radius.  The  city  thrived  financially ;  both  the  owners 


264  Humanizing  Industry 

and  the  employees  made  money ;  but  the  spirit  of  the 
work  was  not  happy.  With  the  ever-increasing  amount 
of  business  and  the  ever-growing  influx  of  people 
there  came  a  perceptibly  spreading  feeling  of  unrest. 
The  cause  was  traced  to  the  housing  situation. 

"The  workers  were  satisfied  with  their  wages,  satis- 
fied with  their  working  conditions,  but  not  satisfied 
with  the  places  they  had  to  live  in.  As  a  matter  of 
fact,  things  came  to  a  pass  where  there  were  no  places 
to  live  in.  It  was  not  unusual  at  the  very  highest 
pitch  of  the  work  to  have  three  men  bunk  in  one  room 
on  eight-hour  shifts — that  is,  a  bed  would  be  slept  in 
continually  for  twenty-four  hours,  one  man  clearing 
out  of  the  bunk  when  the  second  shift  of  workers 
came  in. 

"Dissatisfaction  with  conditions  soon  manifested 
itself  in  a  sullen  unrest  among  the  toilers  in  the  fac- 
tories. They  demanded  suitable  and  comfortable  liv- 
ing quarters.  The  Remington  Company  was  the  first 
to  take  the  matter  in  hand.  It  began  building  houses. 
The  aim  was  expedition  and  quantity.  The  houses 
were  quickly  completed,  and  although  not  things  of 
beauty,  they  served,  nevertheless,  to  meet  the  imme- 
diate problem. 

"The  other  manufacturers  watched  the  results  with 
interest  and  finally  organized  themselves  under  the 
direction  of  the  Bridgeport  Chamber  of  Commerce, 
into  an  organization  known  as  the  Bridgeport  Hous- 
ing Company.  The  different  plants  put  up  a  suffi- 


Housing  265 

cient  sum  of  money  to  insure  the  development  of  a 
large  number  of  well-built  apartment  and  unit  houses. 
The  city  was  studied  from  the  housing  angle,  and 
undeveloped  plots  of  ground  within  the  limits,  and 
immediately  outside  the  city  limits,  were  bought  at  A 
the  best  possible  prices.  Appreciating  the  fact  that 
the  work  was  in  its  main  essentials  a  war  measure, 
the  owners  of  the  properties  were  generous  in  their 
quotations,  and  it  is  testified  that  there  was  no  prof- 
iteering. 

"A  Boston  housing  engineer  was  placed  in  charge 
of  the  work.  The  first  unit  of  houses  that  went  up 
was  a  series  of  model  apartments  just  beyond  the 
limits  of  the  city.  These  consisted  of  three-room 
apartments,  intended  to  meet  the  need  of  the  skilled 
mechanic  who  was  making  good  wages  and  wanted 
to  live  with  his  family  in  a  decent  home.  The  flats 
rented  for  f  10  a  room,  or  $30  a  month,  which  was 
entirely  within  the  means  of  the  people  moving  into 
them. 

"While  these  apartment  houses  were  going  up,  the 
second  development  was  started.  A  plot  of  ground 
right  within  the  city  was  purchased  and  building 
started  on  a  group  of  144  homes  built  around  a  square, 
comparable  to  a  New  England  square,  but  in  this  in- 
stance used  as  a  playground  for  the  children  of  the 
community.  The  houses  were  artistically  grouped, 
the  streets  so  laid  out  as  to  form  a  model  village. 
The  number  of  rooms  ranged  from  two  to  five,  meet- 


266  Humanizing  Industry 

ing  the  needs  of  the  childless  family  as  well  as  those 
of  the  worker  who  had  several  children.  The  aim 
toward  which  the  builders  worked  was  privacy  of 
family  life  and  beauty  of  environment.  Modern  con- 
veniences and  appliances  were  installed  in  every 
home.  •  The  two-room  house,  or  section  of  house,  with 
its  own  entrances,  front  and  rear,  was  as  comfortable 
and  well  equipped  as  the  five-room  house.  The  dif- 
ference was  one  of  number,  not  of  kind. 

"Appreciative  of  the  fact  that  the  apartment  houses 
and  the  model  village  would  not  be  sufficient  to  meet 
all  the  needs,  the  builders  started  two  additional  vil- 
lage developments  a  short  distance  out  of  the  city,  yet 
sufficiently  near  to  make  the  'jitney'  a  possible  means 
of  conveyance.  These  are  situated  west  of  Bridge- 
port proper,  in  the  cities  of  Fairfield  and  Stratford. 

"The  total  number  of  families  housed  by  means  of 
all  the  four  projects  was  250.  The  houses  and  apart- 
ments were  rented  no  sooner  than  they  were  finished. 

"The  Government  at  Washington  got  wind  of  the 
Bridgeport  housing  work  and  noted  the  kind  of 
houses,  the  improvements  on  the  property,  and  the 
effect  on  the  workers. 

"The  problem  was  not  entirely  solved,  however. 
Bridgeport  kept  on  growing,  and  its  population  kept 
on  increasing.  Workers  poured  off  the  trains  in  re- 
sponse to  the  call  for  help  in  the  cartridge  and  arms 
factories.  The  request  of  the  Government  to  the 
Bridgeport  Housing  Company  was  to  go  ahead  and 


Housing  267 

build  more.  The  initial  funds  of  the  building  com- 
pany were  exhausted,  but  the  Government  thought 
the  work  of  sufficient  importance  to  start  additional 
building  under  the  supervision  of  the  United  States 
Housing  Corporation.  With  the  four  developments 
of  the  local  concern  as  models,  the  Federal  authorities 
went  ahead  on  five  new  projects,  which  furnished 
housing  facilities  for  about  900  additional  families. 

"In  almost  every  instance  a  plot  was  chosen  within 
walking  distance  of  one  of  the  large  plants  engaged 
in  Government  work.  The  development  of  Seaside 
Village,  for  instance,  was  intended  primarily  to  meet 
the  needs  of  the  skilled  mechanics  working  in  the  fac- 
tories in  the  immediate  vicinity.  The  Melville  Iron 
Company  was  one  of  them.  The  Columbia  Grapho- 
phone  Company,  also  engaged  in  war  work,  was  an- 
other. There  were  about  fifty  altogether.  Two  hun- 
dred and  fifty  modern  homes  were  put  up  in  village 
fashion. 

"Another  village  community  was  built  at  Grass- 
mere,  just  over  the  city  line.  One  hundred  and  one 
homes  were  built  there.  The  development  of  Black 
Rock  was  similar. 

"At  Hillgreen  Park,  the  City  of  Bridgeport  donated 
part  of  the  town  farm  and  part  of  the  cemetery  to- 
ward the  housing  work;  result,  207  homes,  within 
walking  distance  of  the  Remington  Arms.  These  con- 
sist of  single  and  two-family  houses  in  units  or  in 
groups.  The  houses  run  from  four  to  six  rooms.  The 


268  Humanizing  Industry 

property  faces  a  public  park,  and  an  open  playground 
has  been  installed  by  the  housing  company,  acting  as 
agent  for  the  Government.  The  City  of  Bridgeport 
supplies  a  teacher  for  the  playground,  and  thus  in- 
sures the  care  of  the  children  during  the  possible 
absence  of  their  parents. 

"To  meet  the  needs  of  the  clerical  workers  in  the 
Government  Liberty  Ordnance  Plant,  the  housing 
company  put  up  what  is  known  as  the  Connecticut 
development,  a  group  of  apartment  houses,  accommo- 
dating 108  families.  These  apartments  are  compar- 
able to  what  are  known  in  New  York  as  the  two  and 
three-room  studios. 

"All  these  houses,  1,100  of  them,  met  the  problem 
of  the  skilled  mechanic  who  was  an  American  citizen. 
That  status,  by  the  way,  was  a  requirement  in  the 
renting  of  the  homes.  Good  character  was  the  other 
requisite. 

"I  had  occasion,"  Struthers  continued,  "to  speak 
with  the  engineer  in  charge  of  this  work.  Owing  to 
the  influx  of  workers  of  all  sorts,  Bridgeport  had  in- 
creased its  importance  on  the  map.  Bridgeport  wanted 
to  hold  these  people.  "I  asked  him  how  Bridgeport 
was  going  to  do  it.  'Through  her  housing  improve- 
ment work/  was  his  answer.  His  plan  was  to  allow 
the  men  who  rented  the  houses  to  pay  for  them  in  easy 
installments.  I  remember  distinctly  the  point  he  made 
that  the  tie  that  would  keep  these  people  in  the  city 
was  the  one  of  the  ownership  of  beautiful  property. 


Housing  269 

"  "The  war  is  over/  he  said,  'the  houses  have  been 
built,  the  Government  owns  the  vast  majority  of  them ; 
the  manufacturers  the  rest.  The  question  is  how  best 
to  dispose  of  them.  The  answer  lies  in  cooperative 
buying  on  the  part  of  the  people  who  live  in  the 
houses. 

"  'We  have  created  1,100  beautiful  homes  to  meet 
the  requirements  of  every  type  of  family.  We  are 
getting  the  best  sort  of  families  to  move  into  them. 
They  are,  properly  speaking,  the  kind  of  people  who 
make  the  backbone  of  the  nation. 

"  'The  City  of  Bridgeport  wants  to  keep  them.  The 
way  to  keep  them  is  to  give  them  some  real  tie  that 
will  hold  them  here.  The  homes  that  we  have  built 
in  Bridgeport  are  as  fine  as  any  man  could  wish. 
They  are  as  good  as  the  rich  man  can  afford,  with  the 
only  difference  that  they  are  smaller.  They  are  well 
built,  they  are  well  equipped.  We  have  paid  f  13,000 
for  a  special  garbage  convenience;  instead  of  having 
the  garbage  cans  in  the  house,  we  have  had  them  built 
into  the  ground  behind  the  shrubs  in  the  rear  of  the 
house.  Screens,  window  shades,  fireplaces,  plumbing, 
heat,  electricity,  are  all  of  the  best.  The  houses,  above 
all,  are  artistically  built.  They  will  not  deteriorate  in 
value  if  properly  cared  for.' 

"So  much  for  this  individual  care  when  the  im- 
provement work  became  a  subject  of  municipal  in- 
terest. 

"The  housing  question  is  perhaps  a  more  interest- 


270  Humanizing  Industry 

ing  one  for  those  corporations  whose  plants  are  es- 
tablished in  undeveloped  areas,"  Struthers  went  on. 
"The  mining,  steel,  and  oil  industries  come  under  this 
category.  Appreciative  of  the  fact  that  the  best  re- 
sults, gauged  from  the  employee's  point  of  view  as  well 
as  from  the  employer's,  can  be  obtained  only  under 
healthful  sanitary  and  social  conditions,  the  com- 
panies have  gone  into  actual  building  of  towns  around 
or  near  their  works.  Unlike  the  larger  towns  of  the 
country  which  have  grown  up  of  their  own  volition, 
these  housing  towns  are  products  of  short  intensi- 
fied work  that  has  been  planned  to  meet  the  needs  of 
the  situation. 

"As  soon  as  a  corporation  takes  over  a  parcel  of 
land  to  be  developed  along  the  special  line  in  which 
it  is  interested,  advance  surveyors  and  engineers  are 
sent  ahead  to  map  out  the  district  and  plan  for  the 
building  of  the  town.  The  size  of  the  town  depends 
upon  the  number  of  employees  expected  to  work  in 
the  plants.  Nearness  to  a  railroad  station  and  near- 
ness to  the  works  of  the  organization  are  two  of  the 
first  considerations  borne  in  mind.  Streets  are  laid 
out  and  the  numbers  and  types  of  houses  drafted.  In 
all  instances  the  comfort  of  the  families  of  the  em- 
ployees, the  sanitation  of  the  homes,  the  educational 
and  religious  opportunities,  the  recreation  and  the 
civic  life  are  taken  into  consideration.  The  houses  are 
of  different  designs  and  vary  in  size  from  three  to  ten 
rooms,  in  order  to  meet  the  needs  of  different  families. 


Housing  271 

The  most  modern  of  these  houses  are  equipped  with 
electric  light  and  running  water.  Facilities  are  pro- 
vided to  keep  the  town  in  a  healthful  state.  Sewerage 
systems  are  built,  and  the  garbage  taken  care  of.  In 
many  a  town  of  this  sort  one  of  the  first  buildings  is 
the  hospital.  Schools  and  churches  find  their  place  in 
the  plan  and  in  locations  easily  accessible. 

"Where  a  town  is  greatly  separated  from  the  next 
town  within  reach  of  it,  the  companies  build  places 
of  amusement  and  recreation  to  meet  the  needs  of 
population.  Clubs,  moving  picture  theaters,  athletic 
fields,  all  are  included.  The  houses  are  let  out  to  the 
employees  at  a  reasonable  price,  or  are  sold  at  easy 
installment  rates.  The  result  in  social  and  industrial 
growth  of  the  communities  has,  in  many  instances, 
been  amazing. 

"In  every  instance  where  work  of  this  sort  has  been 
undertaken  by  a  plant,  there  is  a  distinct  effort  to 
build  the  town  on  artistic  lines.  Adjoining  houses 
vary  in  pattern  and  finish.  Every  effort  is  made  to 
give  the  house  an  appearance  of  individuality  so  as 
not  to  make  it  look  as  though  it  were  turned  out  of  one 
cheap  mold  which  has  monotonously  and  unbeauti- 
fully  been  repeated. 

"Morgan  Park,  in  Duluth,  Minnesota,  is  an  interest- 
ing example  of  housing  improvement  work  that  was 
started  with  the  conscious  intention  of  meeting  the  . 
demands  of  all  types  of  labor  and  all  ages  of  labor. 
By  which  I  mean  that  the  unskilled  mechanic  came 


272  Humanizing  Industry 

in  for  as  much  thought  as  the  skilled  mechanic  and 
the  unmarried  man  as  much  attention  as  the  worker 
with  a  family.  The  city  was  planned  to  meet  the 
housing  needs  of  the  Minnesota  Steel  Company,  the 
Universal  Portland  Cement  Company  and  the  local 
yards  of  the  Duluth,  Missabe  and  Northern  Rail- 
road. All  of  these  are  subsidiaries  of  the  United 
States  Steel  Corporation. 

"Morgan  Park  is  within  the  city  limits  of  Duluth, 
whose  population  in  1918  was  estimated  to  be  about 
105,000.  The  city  limits  extend  north  and  south  for 
some  25  miles,  the  Park  being  a  little  over  10  miles 
south  of  the  business  center. 

"The  town  is  located  on  a  plateau  some  40  feet 
above  Spirit  Lake  and  the  St.  Louis  River.  Wide 
ravines  separate  it  from  the  steel  plant  on  the  south 
and  from  adjoining  territory  on  the  north.  These 
ravines  have  been  turned  into  natural  park  areas. 

"The  street  layout  presents  an  interesting  combina- 
tion of  straight,  curved  and  radial  streets.  The  long, 
winding  approach  and  the  encircling  drives  and  oc- 
casional curved  streets  made  necessary  by  local  con- 
ditions give  a  pleasing  variation  from  the  more  eco- 
nomical rectangular  blocks  which  occupy  the  center 
of  the  town. 

"The  main  thoroughfare,  upon  which  the  street- 
car line  is  located,  divides  the  town  into  two  principal 
sections.  This  avenue  is  80  feet  wide,  with  concreted 
driveways  on  either  side  of  the  car  tracks.  The  busi- 


Housing  273 

ness,  educational  and  recreational  center  of  the  town 
is  divided  by  the  thoroughfare.  This  thoroughfare  is 
paved  throughout  for  some  two  and  a  half  miles  be- 
yond the  Park. 

"The  secondary  streets  are  50  feet  wide.  All  streets 
are  paved  with  concrete,  with  park  strips  and  trees 
on  either  side,  between  curb  and  sidewalk.  All  side- 
walks, housewalks  and  alleys  are  of  concrete. 

"Houses  are  set  back  30  feet  from  the  lot  line.  The 
front  lawns  are  sodded  and  planted  with  shrubbery 
groups  and  the  rear  lots  laid  out  for  kitchen  gardens. 
Deliveries  are  made  from  the  alleys. 

"The  lot  widths  in  the  present  developed  area  vary 
in  accordance  with  the  width  of  the  houses  built  on 
them,  the  purpose  being  to  maintain  a  minimum  width 
of  20  feet  between  adjoining  structures,  whether  they 
be  detached  houses,  flats  or  terrace  houses.  The  north- 
erly lot  lines  are  placed  close  to  the  north  side  of  the 
building,  to  give  maximum  space  on  the  south  side 
for  the  growth  of  flowers,  grass  and  shrubbery.  Vines 
are  planted  around  each  house. 

"All  telephone  and  electric  light  wires  are  under- 
ground. Spring  water  is  obtained  from  two  deep  wells 
some  700  feet  apart,  delivering  into  a  central  pump- 
house  and  ground-level  reservoir  and  from  thence  into 
an  elevated  water  tank.  This  supply  is  used  for  drink- 
ing, washing,  bathing  and  ice-making.  Eiver  water 
from  another  pump-house  is  used  for  lawn-sprinkling, 
toilets  and  fire  protection.  Separate  storm  and  sani- 


274  Humanizing  Industry 

tary  sewerS  are  provided,  the  sanitary  system  being 
so  arranged  that  a  sewer-disposal  plant  may  be  put  in 
at  the  main  collecting  sewer.  At  present,  the  sewage 
discharges  directly  into  the  public  waters,  as  is  done 
elsewhere  throughout  the  city. 

"The  materials  used  in  the  building  of  all  houses 
in  the  Park  have  been  chosen  with  the  view  of  pro- 
viding dwellings  that  are  attractive,  practically  fire- 
proof, durable,  comfortable  and  involving  a  minimum 
maintenance  and  depreciation  cost.  Cement  is  used 
throughout  for  the  exterior  walls,  in  the  form  of  con- 
crete blocks,  both  pressed  and  cast,  and  stucco.  The 
blocks,  with  the  natural  surface  exposed,  give  a  pleas- 
ing texture  and  coloration  to  the  exterior,  which  is 
superior  in  appearance  to  any  applied  finish  and  en- 
tails no  maintenance  cost. 

"Special  care  has  been  taken  to  vary  the  outline  by 
avoiding  a  succession  of  similar  house  designs.  There 
are  some  32  different  designs  in  use,  either  as  de- 
tached houses,  single  and  double  flat  buildings,  and 
terrace  or  row  houses.  Provision  has  been  made  for 
every  class  of  employee  to  a  greater  or  less  extent, 
namely,  the  managing,  superintending  and  adminis- 
trative officials,  technical  force,  skilled  men  and  the 
unskilled  labor.  The  sizes  of  the  dwellings  range 
from  4  to  9  rooms.  There  are  also  boarding  houses 
for  men  and  women,  and  for  the  single  men  among 
the  unskilled  workers. 

"The  floors  everywhere  are  of  concrete  with  either 


Housing  275 

hardwood  or  cement  finish.  Inside  walls  are  furred 
and  plastered.  Some  of  the  later  houses  are  decorated 
with  a  washable  fabric,  others  are  tinted  and,  in  some 
cases,  painted.  All  exterior  walls  have  air  spaces,  to 
insure  warmth.  The  earlier  houses  are  roofed  with 
cedar  shingles  and  the  later  ones  with  tile  of  various 
soft  colors.  All  doors  and  windows  are  screened  and 
provided  with  storm  sashes.  Complete  provision  is 
made  throughout  for  sanitary  plumbing,  baths,  elec- 
tric light,  gas  connections,  and  hot  and  cold  water. 
Hot-air  furnaces  are  also  supplied  throughout,  except 
in  a  very  few  instances  in  the  unskilled  labor  district, 
where  stoves  are  used.  Every  dwelling  has  a  kitchen 
garden,  concrete  housewalks,  ash  and  refuse  cans  and 
clothes  poles,  grassed  lawn  and  concrete  sidewalk  in 
front.  Shrubbery  is  planted  at  corner  lots  and  be- 
tween the  buildings,  with  vines  on  the  sunny  side  of 
each  house,  and  maintained  by  the  company. 

"Of  the  46  houses  constructed  in  1917  on  the  north- 
ern limit  of  the  residential  district,  a  group  of  30  is 
laid  out  in  the  form  of  a  residential  park.  The  trees 
and  natural  contour  of  the  ground  have  been  pre- 
served as  fully  as  possible  and  each  house  located  to 
obtain  the  best  view  from  the  living  rooms.  The 
houses,  which  are  all  detached  and  on  large  lots,  con- 
stitute the  most  expensive  type  considered  necessary 
at  any  time  in  the  town,  being  provided  with  glass- 
inclosed  porches,  inclosed  rear  porches,  fireplaces, 
large  basements  with  laundry,  concrete  coal  and  vege- 


276  Humanizing  Industry 

table  cellars,  tile  roofs,  and  furnaces  with  automatic 
humidifying  device.  Additional  wall  fixtures  and 
baseboard  plugs  for  electric  devices,  ample  closets 
and  trunk  rooms  and,  in  some  cases,  additional  bath 
rooms  are  also  provided.  The  houses  run  in  size  from 
five  to  ten  rooms. 

"The  first  unit  of  the  low-rental  houses  consists  of 
a  group  of  42  family  dwellings,  three  boarding  houses 
for  single  men  and  a  neighborhood  house  or  club  for 
the  section  of  which  this  unit  is  the  nucleus.  These 
were  built  in  1916-17,  as  the  result  of  an  attempt  to 
develop  a  type  of  low-rental  dwelling  for  the  unskilled 
worker  which  would  combine  the  features  of  inexpen- 
siveness,  durability,  attractiveness,  sanitary  qualities, 
low  depreciation  cost,  resistance  to  fire  and  weather 
and  pleasant  surroundings,  with  possibilities  for  so- 
cial gatherings  and  recreation. 

"In  front  of  the  houses,  while  the  30-foot  setback 
from  the  street  line  has  been  maintained,  the  front 
sidewalk  parallel  with  the  street  has  been  moved  close 
to  the  building,  so  that  the  area  of  front  lawn  between 
house  and  sidewalk  to  be  kept  in  good  order  by  the 
resident  has  been  reduced  to  a  space  to  which  he  is 
likely  to  give  proper  attention.  The  remaining  front 
lawn  is  kept  in  order  by  the  company. 

"The  dwellings  are  entirely  of  the  row  or  terrace 
type  for  the  purpose  of  insuring  economy  in  cost  of 
construction  and  in  heating,  but  monotony  of  out- 
line is  avoided  by  the  varied  form  of  exterior,  by  the 


Housing  277 

alternation  of  two  and  three-story  dwellings,  and  by 
limiting  the  rows  to  4,  8  and  10  houses  each. 

"The  houses  vary  in  size  from  4  to  6  rooms,  some 
with  basements  and  some  without,  the  latter  predomi- 
nating. Three  methods  of  heating  are  used — the 
kitchen  range,  with  heating  drum  upstairs  in  the  bath- 
room ;  a  heating  furnace  on  first  floor  off  the  kitchen 
where  no  basement  is  provided,  and  a  heating  furnace 
in  the  basement.  In  the  types  without  basements, 
concrete  coal  boxes  are  provided  on  the  first  floor, 
either  in  the  kitchen  under  the  stairway  or  in  the 
rear  porch. 

"Bathrooms  with  wash  basin,  bathtub  and  toilet 
are  provided  for  each  house,  hot-water  tank  with 
water-back  connections  for  range  in  the  kitchen,  fuel- 
gas  connections,  sink,  laundry  tub,  electric  light,  fly 
screens,  double  glass  windows,  storm  doors  with  con- 
vertible glass  or  fly  screen  panel,  metallic  weather 
stripping,  soundproof  party  walls,  and  a  washable 
cloth  fabric  for  all  interior  walls.  The  floors  and  the 
stairs  are  of  concrete,  colored  with  a  dark-red  pigment 
in  the  finish  coat.  Separate  refuse  cans  for  ashes  and 
kitchen  waste  are  provided  for  each  dwelling. 

"In  conformity  with  good  housing  standards,  espe- 
cially where  boarders  are  considered,  none  of  the  bed- 
rooms open  into  each  other,  though  the  practice  of 
taking  in  boarders  is  not  encouraged. 

"The  three  boarding  houses  for  single  men  occupy 
the  north  side  of  the  block  and  are  separated  from 


278  Humanizing  Industry 

the  family  dwellings  by  a  transverse  alley  and  suffi- 
cient grounds  north  of  the  alley  for  use  of  the  board- 
ers. The  buildings  contain  accommodations  for  26, 
44  and  26  men  respectively,  each  with  its  own  dining- 
room  and  family  quarters  for  the  housekeeper  and 
force,  separated  entirely  from  the  boarders'  quarters. 
The  boarders'  sleeping  rooms  are  large,  equipped  with 
steel  bed,  bed  spring,  mattress,  sheets  and  blankets; 
chair,  table,  wardrobe,  waste  basket,  laundry  bag  and 
curtains,  and  with  inlet  and  return  registers.  The 
toilet  rooms  flave  hot  and  cold  water,  shower  baths, 
wash  basins  with  'flowing  stream'  faucets,  liquid-soap 
dispensers,  dental  bowls,  mirrors  and  shelves  for 
toilet  articles.  The  general  construction,  interior 
decoration  and  other  building  details  are  similar  to 
the  dwelling  houses. 

"The  Neighborhood  House  is  located  on  the  south 
side  of  the  block  and  separated  from  the  dwelling 
houses  by  a  transverse  alley,  as  on  the  north  end.  This 
building  is  intended  to  serve  as  a  recreation  and  so- 
cial center  for  the  district.  The  rooms  are  so  arranged 
as  to  give  the  greatest  degree  of  variety  in  the  use 
of  the  building  to  meet  the  changing  needs  of  the  local 
residents  as  the  personnel  or  requirements  of  the  resi- 
dents vary  from  time  to  time  or  the  district  increases 
in  size. 

"Four  buildings  of  37, 18, 11  and  8  rooms  respective- 
ly, have  been  provided  for  the  single  men  and  women 
of  the  clerical  and  technical  forces.  The  sleeping 


Housing  279 

rooms  are  8x10  feet  generally,  though  some  are  large 
enough  for  two  beds  or  for  sufficient  extra  furniture 
when  used  as  a  study  as  well.    Each  room  is  equipped 
with  bed,  writing  table,  chair,  waste  basket,  chiffonier, 
wardrobe,  rug,  window  curtains  and  laundry  bag,  and 
has  inlet  and  return  hot-air  registers  and  storm  win- 
dows.   The  tables  and  chiffonier-wardrobes  are  of  spe- 
cial design  to  fit  the  rooms  and  to  conserve  floor  space. 
Shower  baths  are  provided  in  each  washroom  and  in- 
dividual cabinets  in  the  washrooms  for  storage  of 
toilet  articles.     The  floors  throughout,  except  toilet 
rooms,  are  of  hardwood,  the  corridors  and  stairs  car- 
peted, and  telephones  on  various  floors.     The  four 
houses  are  located  on  an  attractive  plot  of  ground, 
well  wooded,  and  with  adequate  lawns  and  shrubbery. 
"The  one  drawback  that  I  can  see  to  the  improve- 
ment work  of  this  city  is  the  fact  that  the  employees  of 
the  various  plants  are  not  allowed  to  buy  the  houses 
they  live  in.    The  houses  are  definitely  placed  on  a 
rental  basis.    Leases  are  signed  for  a  stated  period. 
These  are  always  subject  to  retraction  upon  the  work- 
man's leaving  the  employ  of  the  company.    The  rentals 
are  in  every  case,  however,  much  below  the  level  of 
those  charged  by  private  renting  corporations.     One 
of  the  reasons  for  refusing  to  sell  their  houses  given 
by  companies  that  have  inaugurated  housing  ventures 
is  that  it  would  lay  the  work  open  to  private  monopo- 
lies which  would  buy  up  the  houses  and  then  charge 


280  Humanizing  Industry 

extortionate  rents.     There  is  something  in  that,  of 
course. 

"A  good  many  of  the  housing  developments,  how- 
ever, are  run  on  the  plan  of  letting  the  worker  pay 
for  his  home  in  a  series  of  small  installments.  Indian 
Hill,  one  of  the  prettiest  industrial  villages  located  in 
Worcester,  Massachusetts,  and  built  on  the  New  Eng- 
land community  plan  where  the  streets  and  the  houses 
are  grouped  around  a  town  common,  is  representative 
of  this  type.  The  Norton  Company,  whose  work  I 
have  mentioned  to  you  in  connection  with  the  hygienic 
and  sanitation  movements  in  industry,  is  the  sponsor 
for  this  housing  development.  Its  purpose  was  the 
adequate  and  artistic  housing  of  its  thirty-seven  hun- 
dred employees.  One  hundred  and  sixteen  acres  of 
beautifully  wooded  land  were  bought  and  developed. 
"Buyers  of  the  property  at  Indian  Hill,  that  is,  the 
employees  of  the  company,  receive  every  reasonable 
assurance  of  the  stability  of  their  purchase.  They 
know  of  the  substantial  materials  that  have  gone  into 
the  building  of  the  houses.  They  know  also  that  no 
man  can  plant  a  factory  or  a  store  or  a  saloon  adja- 
cent to  their  property. 

"The  terms  of  purchase  are  unique  and  are  such 
as  to  meet  two  important  requirements.  They  both 
come  within  the  comfortable  limits  of  the  monthly 
payments  that  an  employee  in  the  company  can  pay 
and  they  insure  to  the  company  the  return  of  the 
initial  investment. 


Housing  281 

"The  Indian  Hill  Company  requires  from  the  pur- 
chaser an  initial  payment  of  a  certain  per  cent,  of  the 
purchase  price,  whereupon  a  conveyance  of  the  prop- 
erty is  made.  For  the  balance  of  the  purchase  price 
the  purchaser  gives  two  notes,  one  for  $1,000  payable 
in  twelve  years  at  5  per  cent,  and  another  for  the 
balance  of  the  purchase  price  payable  on  demand,  with 
interest  at  5  per  cent.,  both  notes  being  secured  by  a 
purchase  money  mortgage. 

"The  purchaser  gives  also  a  supplementary  agree- 
ment to  the  effect  that  he  will  purchase  in  a  coopera- 
tive bank  five  shares,  and  will  continue  payments 
thereupon  until  his  deposits  shall  have  matured  in  the 
sum  of  $1,000,  which  in  local  banks,  at  the  prevailing 
rate  of  interest,  takes  place  in  about  eleven  years  and 
ten  months.  This  insures  the  payment  of  the  twelve- 
year  note  according  to  its  terms.  It  gives  the  pur- 
chaser a  feeling  of  independence,  inasmuch  as  he  does 
not  make  periodical  payments  on  the  principal  to  the 
company,  and  enables  him  to  become  acquainted  with 
cooperative  bank  methods. 

"In  consideration  of  this  agreement  the  company 
agrees  not  to  make  demand  upon  the  demand  note  as 
long  as  the  purchaser  shall  continue  to  make  monthly 
payments  of  interest  to  the  company  and  monthly  pay- 
ments in  accordance  with  his  agreement  to  the 
cooperative  bank.  The  company  further  agrees  that 
if  he  shall  die  or  become  incapacitated  within  twelve 
years — provided  that  at  the  time  he  shall  not  be  over 


282  Humanizing  Industry 

sixty  years  of  age — it  will  accept  the  surrender  value 
of  his  cooperative  bank  shares  in  full  payment  of  the 
time  note.  The  result  of  this  agreement  is  that  the 
purchaser  may  be  assured  that  at  the  end  of  twelve 
years,  or  upon  his  death  prior  to  that,  a  sufficient  pro- 
portion of  the  purchase  price  will  have  been  paid  so 
that  he  or  his  estate  will  then  own  the  property  free 
of  all  incumbrances  except  a  first  mortgage  for  not 
over  sixty  per  cent/of  the  value  of  the  property,  so 
that  at  his  option  he  may  resort  to  a  bank  for  a  mort- 
gage and  be  entirely  independent  of  the  company. 

"The  company  gives  each  purchaser  a  schedule 
showing  the  required  monthly  payments.  The  pur- 
chase price  represents  the  actual  cost  of  the  house 
and  land  without  profit  by  the  company.  The  original 
purchase  price  of  the  entire  area  was  divided  by  the 
number  of  feet  in  the  tract  to  determine  the  base  price 
per  foot.  To  this  was  added  a  pro  rata  proportion  of 
the  cost  of  improvements,  such  as  sewers,  highways, 
sidewalks,  engineering  expense  and  architect's  fees. 

"Another  interesting  housing  development  is  the 
one  of  the  Fairbanks  Morse  Company  at  Eclipse  Park, 
Beloit,  Wisconsin.  Here  again,  the  aim  has  been  one 
of  beauty  of  structure  as  well  as  comfort  and  con- 
venience. The  architectural  style  followed  is  the 
colonial.  Just  as  in  the  Indian  Hill  development, 
the  village  has  been  built  around  a  community  square 
surrounded  by  arcades  of  shops  of  various  sorts. 

"The  whole  area  was  laid  out  under  the  best  city- 


Housing  283 

planning  principles.  The  tract  was  divided  into 
seventeen  blocks,  each  one  differing  from  the  other 
in  size  and  shape.  This  was  done  with  the  set  pur- 
pose of  avoiding  the  checkerboard  type  of  village 
where  each  street  crosses  the  other  at  a  monotonous 
right  angle. 

"All  streets  except  the  main  boulevard  are  fifty 
feet  in  width.  The  boulevard  is  eighty  feet  wide. 
Roadways  are  eighteen  feet  wide,  and  sidewalks  four 
feet  wide ;  on  the  roadway  side  of  the  walk  is  a  grass 
planting-strip  four  feet  wide  and  on  the  house  side 
of  the  sidewalk  another  grass  strip  eight  feet  wide. 
In  addition,  every  house  is  set  back  at  least  twenty 
feet  from  the  front  line,  thus  insuring  an  effect  of 
grass  and  shrubs  and  trees,  and  making  a  park-like 
appearance  for  the  whole  section. 

"No  special  recreation  features  have  been  provided 
inside  this  residential  section  other  than  the  natural 
park,  for  the  reason  that  the  Athletic  Field  of  the 
plant,  in  which  the  residents  are  employed,  imme- 
diately adjoins  it  outside  the  Park. 

"Five  different  types  of  houses  have  been  used, 
namely,  four-room  houses,  five-room  houses,  six-room 
houses,  seven-room  houses  and  eight-room  houses. 
When  the  development  is  completed  it  is  contemplated 
that  there  will  be  fifty  houses  of  four  rooms  each, 
fifty-four  of  five  rooms  each,  one  hundred  and  ten  of 
six  rooms  each,  eighty-eight  of  seven  rooms  each,  and 
nineteen  of  eight  and  nine  rooms.  Although  there 


284  Humanizing  Industry 

are  five  types  of  houses,  the  architects  with  very  great 
skill  and  much  ingenuity  have  developed  about  forty 
different  designs  or  styles  of  houses,  all  architectural- 
ly harmonious. 

"The  most  distinctive  achievement  has  been  the 
skill  with  which  this  variety  and  individuality  of 
treatment  has  been  reached  without  sacrificing  the 
harmony  of  the  entire  development  and  yet  preserv- 
ing a  sense  of  individuality  to  each  house.  Not  only 
have  the  architects  shown  great  skill  in  this  treat- 
ment of  the  project,  but  in  applying  the  houses  to  the 
land  this  consideration  has  equally  been  borne  in 
mind,  so  that  while  the  houses  are  all  harmonious 
there  is  not  the  effect  of  a  row  of  houses  all  alike  that 
one  so  often  finds  even  in  the  best  thought-out  de- 
velopments of  this  country. 

"Every  house  is  a  single-family  detached  house. 
Every  house  has  concrete  foundations,  with  paved 
cellar  seven  feet  in  height  in  the  clear,  extending 
under  the  entire  house.  The  cellar  is  equipped  with 
a  hot-air  furnace,  with  flues  and  registers  to  all  rooms. 
Each  house  has  a  bathroom  on  the  second  floor,  with 
bathtub,  modern  toilet  and  wash  basin.  The  houses 
are  provided  with  electric  lights  in  every  room,  and 
with  ample  closets  in  all  bedrooms.  No  kitchen  has 
an  area  of  less  than  ninety  square  feet  and  some  have 
as  much  as  one  hundred  and  fifteen  square  feet  of 
floor  area.  Every  kitchen  is  equipped  with  a  modern 
sink  and  drainboard,  dresser,  gas  range  and  closets 


Housing  285 

for  supplies.  The  latter  are  equipped  with  six  rows 
of  shelves  for  storage  of  supplies  in  bulk  and  of 
kitchen  utensils.  In  the  lowest  priced  houses — name- 
ly, the  four-room  houses  intended  for  small  families 
and  persons  of  comparatively  low-earning  capacity — • 
a  separate  dining  room  is  not  provided.  The  kitchen, 
however,  is  treated  as  a  combined  kitchen  and  dining 
room.  The  room  is  made  larger  and  buffet  corner 
seats  are  built  in.  In  all  the  other  houses  there  are 
dining  rooms.  The  largest  houses  have  a  space  at  the 
kitchen  entrance  to  accommodate  a  refrigerator.  All 
houses  have  either  back  entrances  or  side  entrances 
to  the  kitchen.  Every  house  is  provided  with  a  piazza 
or  porch. 

"All  of  these  homes  are  for  sale  to  the  employees  of 
the  Fairbanks  Morse  Company.  The  plan  of  sale 
calls  for  a  first  payment  of  ten  per  cent,  on  the  price 
of  the  house  and  lot.  A  first  mortgage  of  fifty  per 
cent,  of  the  selling  price,  payable  in  five  years  at  six 
per  cent.,  is  required.  The  balance  is  covered  by  a 
second  mortgage  which  is  payable  to  the  housing  com- 
pany in  monthly  installments. 

"It  is  interesting  to  note  the  prices  quoted  on  these 
houses.  Twenty-four  hundred  dollars  buys  a  four- 
room  house,  twenty-five  hundred  dollars  a  five-room 
house,  twenty-seven  hundred  and  fifty  dollars  a  six- 
room  house,  twenty-eight  hundred  and  fifty  dollars  an 
eight-room  house  and  thirty-one  hundred  dollars  a 
nine-room  house.  So  much  for  them. 


286  Humanizing  Industry 

"Way  out  west  in  Tyrone,  Mexico,"  Struthers  con- 
tinued, "the  Phelps  Dodge  Corporation  have  built 
for  their  employees  what  is,  perhaps,  one  of  the  most 
beautiful  villages.  The  architecture  followed  is  the 
old  Spanish.  The  adobe  walls  are  tinted  in  grays, 
pinks,  blues  and  tans  with  the  plaster  laid  on  un- 
evenly as  was  done  in  the  days  of  unskillful  labor. 
The  houses  are  roofed  with  colored  tile.  Beneath 
the  tile  and  adobe,  however,  the  builders  have  put  in 
the  best  constructive  material.  The  charm  of  the 
Spanish  architecture  has  been  kept  in  the  general 
plan.  The  interiors,  however,  contain  all  the  improve- 
ments of  modern  construction. 

!  "The  houses  rent  from  six  dollars  to  thirty  dollars. 
The  lower  priced  houses  are  rented  by  unskilled  Mex- 
ican workers  and  the  others  by  skilled  workers  of 
every  nationality.  The  cheapest  houses  are  equipped 
with  electric  lights,  gas,  water  and  sewer  connections. 

"One  of  the  results  of  this  housing  project  has  been 
the  education  of  the  Mexican  laborer  to  better  stand- 
ards of  living.  Before  the  work  was  started,  the 
Mexican  laborer  used  to  rent  a  piece  of  land  at  fifty 
cents  a  month  on  which  he  built  his  own  ugly,  un- 
sanitary shack.  To-day  there  are  waiting  lists  for 
the  houses  and  apartments  that  the  company  has  put 
up.  Besides  the  houses  built  for  the  employees  the 
plans  of  this  company  have  also  included  offices, 
shops,  amusement  places  and  educational  institutions 
built  in  the  same  style  of  architecture.  The  city  boasts 


Housing  287 

of  a  sanitary  squad  which  cleans  the  streets,  takes 
care  of  the  garbage  and  makes  itself  generally  use- 
ful in  keeping  the  town  clean.  No  charge  is  made 
to  the  tenants  for  this  service.  Electricity  is  sold  at 
seven  cents  per  kilowatt-hour  with  a  minimum  charge 
of  fifty  cents  a  month.  Water  is  furnished  at  fifty 
cents  per  thousand  gallons  with  a  minimum  charge 
of  three  thousand  gallons  a  month.  To  encourage  the 
planting  of  gardens,  the  cost  of  water  for  irrigation 
purposes  is  thirty-five  cents  a  month. 

"The  appurtenances  in  some  of  the  houses  include 
such  improvements  as  fireplaces,  sleeping  porches 
and  garages. 

"In  direct  contrast  to  this  housing  venture  as  far 
as  architecture  is  concerned  is  the  work  done  by  the 
Connecticut  Mills  in  Danielson,  Connecticut.  One  of 
its  prettiest  spots  is  composed  of  a  group  of  houses 
called  the  'Connecticut  Gables.'  The  atmosphere  of 
the  whole  community  flavors  of  the  charm  of  the 
period  which  Hawthorne  described  in  his  'House  of 
Seven  Gables.'  The  houses,  quaint,  gabled,  and 
strangely  attractive,  are  built  around  a  walled  square 
with  a  tall,  old-fashioned  lamp-post  in  the  center. 
Each  house  in  the  group  is  different  from  any  of  the 
others  and  has  something  distinctive  to  offer  to  the 
unity  and  the  beauty  of  the  whole.  The  houses  are 
built  of  rough  flat  stone,  stucco  and  half-exposed  tim- 
bers. They  can  accommodate  fourteen  small  families. 
The  apartments  range  from  three  to  five  rooms,  with 


288  Humanizing  Industry 

kitchen  and  bath  and  rent  from  three  to  four  dollars 
a  week.  Each  apartment  has  an  individual  entrance 
so  that  the  utmost  privacy  is  attained.  The  employees 
of  the  mills  may  buy  the  houses  if  they  choose.  The 
single  houses  'average  about  nineteen  hundred  dol- 
lars; the  double  ones  thirty-six  hundred  dollars.  The 
employee  makes  an  initial  payment  of  thirty  per  cent, 
and  pays  the  rest  of  the  price  in  monthly  installments. 
Where  the  man  lacks  the  initial  sum,  the  company,  in 
dependable  cases,  lends  him  the  money,  which  he  re- 
turns in  small  installments. 

"One  of  the  latest  housing  ventures  is  that  an- 
nounced by  the  American  Woolen  Company.  They 
have  organized  a  Homestead  Association  for  the  pur- 
pose of  improving  the  housing  conditions  of  their 
employees.  In  consultation  with  the  employees  of  the 
company,  a  number  of  designs  are  being  prepared  for 
a  large  number  of  attractive  houses  ranging  from 
four  to  six  or  more  rooms.  The  houses  will  be  sold 
at  cost  to  the  men  working  in  the  factories.  Money 
will  be  loaned  to  them  by  the  company  for  the  initial 
payment  of  five  per  cent,  of  the  selling  price.  This 
loan  will  be  advanced  at  a  low  rate  of  interest.  The 
monthly  installments  paid  by  the  owners  of  the  prop- 
erty will  include  interest  charges,  taxes  and  insur- 
ance, plus  an  amount  that  will  go  toward  reducing 
the  mortgage  on  the  property.  In  no  instance  is  it 
proposed  to  make  these  monthly  charges  greater  than 
the  amount  that  the  employee  would  have  to  pay  under 


Housing  289 

ordinary  rental  conditions.  Where  he  desires,  how- 
ever, the  worker  may  make  an  additional  monthly 
payment  in  order  to  more  quickly  relieve  himself  of 
the  debt. 

"A  unique  feature  of  this  plan  is  the  one  allowing 
the  employee  to  borrow  money  from  the  company  to 
build  a  house  according  to  his  own  plans.  That  means 
that  he  is  in  no  way  bound  to  buy  the  homes  built 
for  him  by  the  organization." 

Struthers  paused  to  light  his  pipe.  After  taking 
a  few  puffs  he  continued. 

"This  work  has  been  going  on  now  for  a  number 
of  years.  The  National  Housing  Association  in  New 
York  has  taken  special  pains  to  keep  in  touch  with  all 
these  movements  to  improve  the  housing  condition 
of  workmen.  Lawrence  Veiller,  its  secretary,  reports 
at  least  two  hundred  and  thirty  ventures  of  this  sort. 
He  is  quite  honest  in  his  criticism  about  them.  'Some 
are  good,  and  some  are  bad/  he  says.  Nevertheless, 
he  sees  something  very  hopeful  in  the  beginning  that 
we  have  made.  Although,  according  to  him,  we  have 
not  yet  reached  the  point  attained  by  the  English  em- 
ployers in  their  development  at  Port  Sunlight  and 
Bourneville,  we  are  on  the  way  insofar  that  we  have 
ceased  building  in  a  hit-and-miss  fashion  and  are  go- 
ing ahead  along  lines  of  definite  architecture  and  high 
standards  of  beauty. 

"Cooperative  farming  has  been  included  in  some  of 
the  housing  ventures.  Where  the  companies  own  large 


290  Humanizing  Industry 

idle  tracts  of  land,  it  is  no  unusual  thing  for  them 
to  allow  their  employees  to  till  it  and  share  the  crop 
among  themselves.  Most  of  the  steel  industrial  cen- 
ters have  introduced  this  form  of  cooperation  as  an 
adjunct  to  their  housing  work.  Special  community 
cellars  have  been  built  to  take  care  of  the  vegetables 
during  the  winter  months.  Each  family  has  its  own 
locked  bin  so  that  all  danger  of  ill-feeling  and  sus- 
picion is  avoided. 

"Another  feature  introduced  by  the  plant  housing 
programs  is  the  visiting  nurse.  She  goes  from  home 
to  home  and  instructs  the  families  of  the  employees 
in  the  best  methods  of  hygiene  and  sanitation.  An 
interesting  ruling  guiding  her  work  in  most  of  the 
communities  is  the  one  that  in  no  case  is  she  to  visit 
a  house  unless  she  is  requested  to  do  so  by  a  respon- 
sible member  of  the  family.  The  plant  heads  are 
careful  to  avoid  encroaching  on  the  privacy  of  the 
homes  of  their  workers.  The  nurse  is  there  if  the 
families  want  her.  Where  she  is  a  capable  and  tact- 
ful woman  she  is  a  most  welcome  visitor  in  the  homes. 

"Housing  ventures  of  the  kind  I  have  described 
lend  themselves  to  community  and  civic  improvements 
of  every  sort,"  Struthers  said  in  conclusion. 

He  puffed  at  his  pipe  and  watched  Hardwick's  face 
through  the  smoke.  It  showed  keen  interest.  Struth- 
ers dug  his  hand  into  his  pocket  and  pulled  out  some 
illustrations.  He  passed  them  over  to  Hardwick. 

"Here,  look  at  these,"  he  said.    "How  do  they  com- 


Housing  291 

pare  with  the  houses  we  passed  to-night?"  They 
were  pictures  of  some  of  the  developments  about  which 
he  had  spoken.  Hardwick  looked  them  over  with 
great  interest.  Struthers  went  on  speaking. 

"Do  you  imagine  for  one  moment,  Hardwick,  that 
the  men  at  the  head  of  these  plants  went  into  this 
work  on  a  philanthropic  basis?  No,  sir!  They  did 
it  because  they  were  wise  and  canny  business  men. 
They  knew  that  nothing  so  much  as  an  interest  in 
property  would  hold  their  employees  to  the  job,  so 
they  proceeded  to  create  that  interest.  Apropos  of  that, 
but  not  bearing  directly  on  this  problem.  Shortly 
after  the  war  was  ended  I  happened  to  meet  an 
important  diplomat  from  one  of  the  English  domin- 
ions. The  most  discussed  question  of  the  time  was 
the  spread  of  Bolshevism;  'Is  there  any  danger  of 
Bolshevism  spreading  in  your  country  V  I  asked  him, 
during  the  course  of  the  conversation.  <Oh,  no,'  said 
he  smilingly.  'You  see,  most  of  our  people  are  land- 
owners and  the  two  terms  "Bolshevist"  and  "land- 
owner" are  antagonistic.  There  can  be  no  danger  of 
an  evil  of  that  sort  where  every  man  is  interested  in 
the  control  and  safety  of  his  own  bit  of  property. 
There  is  nothing  like  a  sense  of  ownership  that  will 
serve  to  withstand  destructive  agitation  of  any  sort. 
Just  as  soon  as  it  is  his  property  that  is  threatened, 
a  man  appreciates  the  value  of  law  and  order.  It  is 
a  selfish  instinct,  purely,  but  a  very  powerful  one.' 

"It's  a  good  instinct  to  turn  to  account,"  Struthers 


292  Humanizing  Industry 

went  on.  "To  good  account,"  he  qualified.  "Because, 
you  see,  if  you  don't  turn  it  to  good  account,  it  is 
turned  to  mighty  poor  account.  Labor  agitators  al- 
ways give  the  reason  of  'self-preservation'  in  explain- 
ing disorder  and  destruction  of  any  sort. 

"The  reason  is  a  good  one  but  the  channels  in  which 
it  is  turned  are  sadly  lacking  in  sanity  and  perspec- 
tive. It  is  to  men  who  have  reached  an  appreciation 
of  the  value  of  constructive  reform  that  we  must  look 
-for  guidance  in  proper  interpretation  and  direction 
of  the  instincts  and  relationships  of  humanity.  I  don't 
for  a  moment  believe  that  all  of  the  people  who  have 
taken  a  part  in  the  evolution  of  the  humanization  of 
industry  have  done  so  through  a  desire  to  be  just  to 
their  employees ;  most  of  them  were  probably  prompt- 
ed by  a  knowledge  of  its  effects  on  their  positions  as 
successful  factors  in  industry.  But  this  fact  remains, 
that  whatever  the  cause,  something  has  been  built  up 
that  is  worth  while.  Get  hold  of  that  'something'  and 
make  it  your  own.  If  the  proper  spirit  does  not  pro- 
mote its  imitation,  then  it  will  come  as  a  result  of  it. 
At  any  rate  you  will  have  accomplished  something 
constructive.  You  see  that?" 

Hardwick,  still  looking  at  the  pictures,  nodded  in 
the  affirmative. 

"The  National  Housing  Association,"  Struthers 
continued,  "has  gone  into  all  phases  of  this  subject. 
As  a  result  of  its  findings  and  investigations,  it  has 
published  a  select  list  of  employers'  housing  enter- 


Housing  293 

prises.  It  so  happens  that  all  those  I  have  mentioned 
come  under  this  list.  This  is  purely  coincidental, 
however.  You  may  be  interested  to  know  that  some 
of  the  organizations  whose  names  I  have  mentioned 
in  connection  with  other  types  of  welfare  work  are 
also  listed  here.  The  Goodyear  Tire  and  Rubber  Com- 
pany is  one  of  them.  It  has  established  one  of  the 
finest  housing  developments  in  Akron,  Ohio.  The 
General  Chemical  Company  with  its  housing  work  at 
Clayton,  Delaware,  is  another.  So  is  the  Republic 
Rubber  Company  with  its  development  at  Youngs- 
town,  Ohio ;  the  Solvay  Process  Company  at  Jefferson 
Rouge,  Michigan  and  the  Nelson  Manufacturing  Com- 
pany at  Edwardsville,  Illinois.  Still  others  are  the 
Abbot  Worsted  Company  at  Forge  Village,  Massa- 
chusetts, the  Scoville  Manufacturing  Company  at 
Waterbury,  Connecticut,  the  Northbridge  Cotton  Mills 
at  Northbridge,  Massachusetts,  and  the  Mt.  Union. 
Refractories  Company  at  Kistler,  Pennsylvania. 

"There  are  about  forty  in  this  list."  Struthers 
stopped.  After  a  studied  pause,  he  continued :  "Some 
day  soon,  Hardwick,  maybe  they'll  put  Rawburn 
on  it." 

Hardwick  looked  up  with  a  smile. 

"Maybe  they  will,"  he  said. 


CHAPTER  NINE 

PROFIT-SHARING 

"IT'S  what  you  put  into  your  work  that  really  mat- 
ters and  not  what  you  take  out  of  it." 

Struthers,  seated  in  his  chair  by  the  fireplace,  was 
speaking.  "It's  what  you  put  into  it,"  he  repeated. 
"Take  the  case  of  Larry.  You  were  excited  as  a  kid 
of  ten  in  seeing  him  off.  I'll  wager  you  derived  more 
pleasure  out  of  that  one  little  contribution  to  your 
work  than  you  would  have  gotten  from  a  high  pro- 
duction report.  The  youngster  certainly  was  happy. 
As  only  youngsters  can  be." 

Struthers  paused.  He  picked  up  the  poker  and 
stirred  the  log.  The  sleeping  fire  bestirred  itself  and 
burst  into  a  thousand  little  licking  flames.  Struthers 
watched  them  in  keen  enjoyment.  With  his  eyes  still 
resting  on  the  flaring  lights  before  him,  he  continued. 

"What  made  you  do  it,  Hardwick?  So  suddenly 
and  without  warning?  And  so  prodigally.  You 
weren't  called  upon  to  go  to  that  extreme.  Prepara- 
tory schools  and  college  educations  do  not  come  within 
the  range  of  duties  of  the  most  generous  employer.  I 
certainly  did  not  mean  that  when  I  spoke  to  you 

294 


Profit-Sharing  295 

i 

about  inaugurating  an  educational  program  in  your 
works." 

Hardwick  laughed.  Softly.  Half  to  himself,  it 
seemed.  The  sort  of  laugh  that  a  man  allows  himself 
with  his  friends  only.  He  stopped.  His  eyes,  too, 
sought  the  fire  as  he  began  to  speak. 

"I  am  glad  you  said  that,  Struthers,"  he  began. 
"About  your  not  meaning  me  to  do  what  I  did  when 
you  spoke  about  educational  programs.  Don't  think 
I  am  ungrateful,  man,  for  I  am  not,  but  I  did  want 
to  do  something  that  was  entirely  spontaneous  with 
me.  Something  that  you  couldn't  back  up  with  facts 
of  what  other  men  had  done.  Something  that  rose 
out  of  a  personal  impulse.  Something  that  was 
prompted  by  an  individual  case  in  my  own  plant,  or, 
if  you  will,  something  that  was  prompted  by  an  indi- 
vidual need  in  my  own  plant. 

"That  desire  wasn't  a  conscious  one  on  my  part," 
he  continued.  "I  knew  of  it  only  after  I  had  decided 
to  send  Larry  away  to  school.  However,  to  answer 
your  question.  What  made  me  do  it?  Heaven  knows ! 
I  just  wanted  to,  after  speaking  with  the  boy.  It 
seemed  a  shame  to  let  that  fine  material  go  to  waste 
for  lack  of  funds  to  see  him  through.  Some  day  I 
expect  to  do  some  of  the  things  about  which  you 
spoke.  I  mean  the  apprentice  schools  and  extension 
courses.  That  will  take  time,  however.  Until  then, 
this  boy  would  be  marking  time.  And  growing  old. 
For  he  was  getting  old,  Struthers.  It  was  pitiful, 


296  Humanizing  Industry 

his  sense  of  responsibility.  I  agree  with  you.  It  is 
wrong  for  any  child  of  his  years  to  be  ridden  with  a 
burden  of  that  sort.  He  came  to  see  me  as  I  asked. 
We  spoke  together  for  some  time.  I  asked  questions 
and  he  answered  them.  Haltingly  at  first,  but  more 
frankly  at  the  end.  The  boy  in  him  came  out  and 
overshadowed  the  bread-earner.  And  there  was  a  fine 
boy  there.  He  told  me  of  the  things  he  wanted  to 
be,  of  the  things  his  father  had  wanted  him  to  be,  and 
of  the  end  of  those  plans  following  upon  the  death  of 
his  father.  We  spoke  about  engines,  and  power  and 
machinery.  He  knew  more  about  those  things  than 
some  of  the  old  profs  at  school.  Knew  them  inti- 
mately, from  a  practical  knowledge  and  everyday  ac- 
quaintance with  them.  Knew  them  as  a  cowboy  knows 
his  horse.  What  was  there  to  do?  I  couldn't  give 
him  the  education  here.  I  hadn't  the  facilities.  I 
wanted  him  to  have  it.  Heaven  knows,  we  need  men 
of  the  sort  that  I  hope  he  will  grow  into.  I  had  the 
money  and  he  had  the  material.  I  simply  decided  to 
hook  the  two  of  them  together  and  see  what  would 
happen.  Well,  Larry's  gone  off;  four  or  five  years 
from  now  we  may  have  something  very  worth  while 
as  a  result  of  this  wild  impulse  of  mine.  And  we  may 
not.  You  never  can  tell.  In  the  meanwhile,  however, 
I  must  confess  that  I  am  quite  elated  over  the  ex- 
periment." 

"How  did  he  take  the  proposition  of  your  paying  all 


Profit-Sharing  297 

of  his  expenses  at  school  and  taking  care  of  his  moth- 
er?" Struthers  asked. 

"Kicked  like  a  broncho.  Like  a  polite  broncho,  if 
you  can  imagine  such  a  beast.  Very  polite,  but  kicked 
nevertheless.  I  had  to  fill  him  with  a  lot  of  stuff  about 
owing  it  to  the  fine  work  of  his  father.  I  don't  know 
what  that  old  gentleman  looked  like.  Never  saw  him 
in  my  life.  He  died  before  I  came  here.  However,  I 
gave  him  some  of  the  sob-stuff  that  you've  been  hand- 
ing out  to  me  about  it  being  the  most  efficient  thing 
to  do  and  that  he  could  do  the  same  by  somebody  else 
when  he  grew  up.  And  more  along  that  line.  He 
finally  bit.  Poor  kid,  he  wanted  to  bite  all  along 
but  his  sense  of  pride  wouldn't  let  him."  Hardwick 
smiled  reminiscent] y.  He  raised  his  eyes  and  looked 
over  at  Struthers.  The  expression  on  the  latter's  face 
puzzled  him. 

"What's  the  matter?"  he  asked.  "I  thought  this 
thing  would  please  you  and  there  you  sit  looking  as 
sour  as  an  old  maid.  You  surely  don't  disapprove  of 
my  having  done  this?" 

Struthers'  face  broke  into  a  smile. 

"I'm  sorry,  old  man.  I  didn't  know  I  was  looking 
grouchy.  I  really  am  not.  I  think  this  is  the  finest 
thing  you  have  done.  I  think  it  is  the  finest  thing 
for  Larry.  But,  Hardwick — don't  think  me  a  mean 
old  sour-dough  for  this — but  this  isn't  the  sort  of 
thing  that  your  men  want.  What's  more,  it  isn't  prac- 


298  Humanizing  Industry 

ticable.  You  can  do  it  in  one  instance  and  find  pleas- 
ure in  it.  But  you  can't  do  it  in  every  instance.  You 
can't  do  it  and  the  men  don't  want  it.  It  smacks  too 
greatly  of  patronage  and  paternalism.  The  thinking 
American  workman  doesn't  want  that.  He  wants  to 
do  these  things  for  himself.  He  likes  to  boast  of  the 
fact  that  he's  a  self-made  man.  He  likes  to  boast  of 
the  things  that  he  can  do  for  his  children.  He  doesn't 
want  you  to  do  them  for  him.  He  wants  you  to  give 
him  the  best  sort  of  working  conditions  and  the  best 
sort  of  opportunities  in  those  working  conditions,  but 
he  does  not  want  you  to  go  any  further.  Inaugurate 
apprentice  schools  for  his  sons  and  he  wrill  be  grateful 
for  them  and  appreciate  them.  But  he  won't  feel  that 
it  is  something  that  you  are  giving  him  for  nothing. 
He  will  give  you  increased  efficiency  for  that.  It  be- 
comes a  matter  of  plant  routine  to  him.  But,  take 
out  individual  instances  and  give  those  instances 
something  that  is  not  open  to  all  the  members  of  the 
plant  and  you  create  dissatisfaction  and  discord. 
You  become  the  Lord  Bountiful  and  people  don't  like 
that  type  of  individual. 

"As  far  as  possible,  Hardwick,  get  away  from  the 
evils  of  patronage  and  paternalism  and  inaugurate 
your  programs  on  a  basis  of  efficiency  and  coopera- 
tion. Do  things  for  all  the  human  beings  in  your 
fchops  and  not  for  one  human  being  in  one  shop  whom 
fchance  has  happened  to  throw  in  your  path.  I  repeat, 
jfchis  opportunity  you  have  given  Larry  is  very  fine 


Profit-Sharing  299 

and  wonderful  for  him.  But  there  are  more  Larries 
in  the  shop  and  out  of  fairness  to  them  you  ought  to 
create  the  machinery  that  will  allow  them  equal  op- 
portunity." 

Hardwick  kicked  the  end  of  the  burning  log  im- 
patiently with  his  foot. 

"Good  heavens,  Struthers,"  he  said,  "forget  the 
efficiency  end  of  measures  for  a  space,  won't  you,  and 
look  at  the  human  side  of  matters.  I  didn't  do  this 
for  Larry  as  a  matter  of  plant  efficiency.  I  did  it 
because  I  liked  the  boy.  Because  I  chose  to.  That's 
all." 

"But  think  of  the  others,"  Struthers  interposed. 

"That  will  come  in  time.  Meanwhile  stop  lecturing 
me  for  doing  something  that  you  thought  I  couldn't 
do.  Seeing  the  human  being  below  the  workman,  I 
mean."  Struthers  looked  up  with  interest. 

"It  isn't  fair,  is  it,  to  jam  your  own  arguments 
down  your  throat,  but  it  works,"  Hardwick  continued. 
"What's  more  you  needn't  be  afraid  of  my  fathering 
the  whole  community.  I  hate  it  as  much  as  you.  And 
more  than  the  workmen  do.  It  hits  me  harder,  you 
see,"  he  concluded  with  a  grin. 

"What's  up  for  to-night?" 

"Profit-sharing,"  answered  Struthers. 

"What's  that?"  questioned  Hardwick.  "Profit- 
sharing?" 

"Profit-sharing,"  Struthers  repeated.  "Allowing 
your  men  to  share  in  some  of  the  profits  of  the  plant." 


30O  Humanizing  Industry 

Hardwick  looked  at  Struthers  intently  for  a  few 
seconds.  Finally  he  spoke. 

"Do  you  know  that  you  sound  like  an  arrant  labor 
agitator?  You  don't  look  like  one,  sitting  there  by 
the  fire,  but  heaven  knows  your  words  certainly  sound 
like  one.  Sharing  profits.  How?"  he  asked. 

"Profit-sharing  to  the  extent  that  will  give  the  men 
some  real  interest  in  the  production  of  the  plant.  Are 
you  disposed  to  listen  or  are  you  too  impatient  with 
me  to-night  ?" 

"Go  ahead,"  Hardwick  answered.  "Might  as  well 
get  it  over  with."  He  lit  a  cigar  and  settled  himself 
comfortably  in  his  chair. 

Struthers  began. 

"We  have  been  talking  for  the  past  few  weeks  on 
the  effect  labor  reform  had  on  the  production  of  a 
plant.  You  agreed  with  me  that  giving  the  men  some 
definite  interest  in  the  plant  that  would  serve  to  make 
their  stay  with  a  plant  a  permanent  one  instead  of  a 
shifting  one  had  a  vital  bearing  on  the  output  of  pro- 
duction. That  came  naturally  as  a  result  of  the 
knowledge  of  rewards  to  be  reaped  in  days  to  come. 
Like  pensions  and  sickness  benefits  and  things  like 
that. 

"Suppose  now,  we  go  one  step  further  and  appeal 
to  the  workman  in  terms  of  production,  as  such.  Make 
him  understand  in  terms  of  dollars  and  cents  that  the 
more  he  produces,  the  more  he  will  get.  Make  him 
feel  the  relationship  between  production  and  return. 


Profit-Sharing  301 

Make  him  understand  by  giving  him  an  interest  in 
the  finances  of  the  plant  that  the  greater  the  output 
of  the  organization,  the  more  he  will  share  in  the  prof- 
its, not  as  a  wage-earner  but  as  a  member  of  the 
producing  machinery." 

Hardwick  interrupted  Struthers. 

"That  all  sounds  very  fine,"  he  said,  "but  how  are 
you  going  to  do  it?  Break  up  your  plant  and  take 
them  all  into  partnership?  Donate  shares  or  interest 
in  your  organization,  or  what?" 

Struthers  smiled  across  at  Hardwick. 

"Quick  to  draw  conclusions  as  usual.  No,  do  none 
of  the  scatterbrain  things  you  have  mentioned.  Let 
the  experts  in  managing — heaven  save  the  mark — go 
on  managing  the  same  way  as  usual  but  let  the  work- 
man, in  addition  to  the  wages  he  gets,  share  in  the 
profits  of  the  plant  in  one  of  several  methods. 

"The  most  valuable  of  these  methods  allow  him  to 
take  an  active  interest  in  the  production  of  the  plant 
by  giving  him  a  personal  interest  in  the  financial 
fluctuations  of  the  organization.  I  mean,  letting  the 
workman  invest  some  of  his  savings  in  the  shares  or 
profits  of  the  plant.  Invest  them  in  a  specific  manner 
limited  only  to  those  who  are  actively  related  to  the 
plant.  The  first  of  these  methods  allows  the  work- 
man to  buy  shares  in  the  plant  on  an  easy  install- 
ment basis  at  a  rate  below  that  called  for  on  the  stock 
market  columns.  The  second  allows  him  to  contribute 
to  plant  savings  funds  where  the  savings  of  the  worker 


302  Humanizing  Industry 

are  added  to  by  a  stated  contribution  from  the  plant 
profits.  That  is,  for  every  dollar  the  workman  saves, 
the  plant  adds  a  certain  additional  sum. 

"The  third  method  is  the  bonus  system  where  the 
workman  is  in  no  way  called  upon  to  make  any  in- 
vestments but  merely  shares  in  profits  accruing  at  the 
end  of  the  year. 

"We'll  take  them  up  in  turn.  One  of  the  earliest, 
if  not  the  earliest,  stock  profit-sharing  plan  was  adopt-, 
ed  as  far  back  as  1886  when,  the  K  O.  Nelson  Com- 
pany, in  order  to  interest  their  employees  in  the  work 
of  the  company,  inaugurated  a  program  wherein  all 
employees  of  the  company  receive  in  addition  to  their 
weekly  wages,  a  yearly  profit-sharing  dividend  paid 
in  stock  in  the  company.  Before  a  man  can  partici- 
pate in  the  plan  he  must  be  employed  for  six  months. 
His  stock  certificates  are  not  issued  to  him,  however, 
until  he  has  been  with  the  company  for  a  minimum 
period  of  three  years.  Until  his  certificate  comes  into 
his  possession,  he  draws  six  per  cent,  interest  on  it. 
At  the  end  of  the  three-year  period  the  stock  becomes 
his  own  like  any  other  stock  he  may  buy  on  the  mar- 
ket. However,  to  make  it  truly  an  employee's  share- 
holding plan  no  man  is  allowed  to  sell  his  stock  while 
in  the  employ  of  the  company. 

"In  most  of  the  other  organizations  where  a  profit- 
sharing  scheme  is  in  vogue,  the  employee  who  owns 
shares  in  the  company's  stock  buys  it  out  of  his  own 
Darnings. 


Profit-Sharing  303 

"Early  last  year/'  Struthers  continued,  "an  unusu- 
ally large  number  of  plants  announced  that  they  were 
going  to  sell  a  portion  of  their  shares  to  their  em- 
ployees. The  Eastman  Kodak  people  were  one  of  these. 
The  Endicott-Johnsons  were  another.  There  were 
others. 

STOCK  PURCHASING 

"George  Eastman,  president  of  the  first  of  these, 
issued  a  statement  to  his  directors  telling  them  of  the 
conditions  under  which  the  stock  would  be  sold." 
Struthers  reached  into  his  pocket  and  took  out  a 
printed  folder. 

"If  you  are  interested  in  this,  I'll  read  some  of  it 
to  you." 

Hardwick  motioned  for  him  to  go  ahead. 

"This  thing  was  dated  April  2,  1919,"  he  began, 
"It  is  written  in  the  first  person  and  is  signed  by  the 
company's  president. 

?  "  'I  will  donate  sufficient  stock,  estimated  at  10,000 
shares,  to  enable  wage-earning  and  salaried  employees 
of  this  company  and  its  allied  companies  still  in  the 
service  who  completed  two  years  or  more  of  continu- 
ous employment  on  January  1,  1918,  to  purchase  at 
par  an  amount  of  such  stock  equal  to  2  per  cent,  of 
their  wages  earned  while  continuously  employed  prior 
to  that  date. 

"  'The  above  offer  is  made,  however,  on  the  condition 
that  this  company  set  aside  10,000  shares  of  its  un- 


304  Humanizing  Industry 

issued  common  stock  to  be  issued  for  cash  at  par  and 
made  available  for  sale  at  par  from  time  to  time  only 
to  wage-earning  and  salaried  employees  of  this  com- 
pany and  its  allied  companies  as  they  attain  two  years' 
continuous  service,  the  maximum  amount  purchasa- 
ble by  an  employee  to  be  an  amount  at  par  equal  to 
2  per  cent,  of  the  total  wages  paid  such  employee  dur- 
ing five  years  of  continuous  employment,  with  the 
proviso  that  an  employee  entitled  to  participate  on  the 
basis  of  five  years'  or  more  continuous  service  in  the 
purchase  of  shares  contributed  by  me  shall  not  be  en- 
titled to  participate  in  the  purchase  of  the  shares  set 
aside  by  the  company,  but  an  employee  entitled  to 
participate  to  a  less  extent  in  the  purchase  of  the 
shares  furnished  by  me  may  share  in  the  purchase  of 
stock  set  aside  by  the  company  as  far  as  may  be  nec- 
essary to  bring  his  total  purchases  up  to  the  maximum 
above  stated. 

"  'All  of  this  stock,  both  that  contributed  by  myself 
and  that  set  aside  by  the  company,  can  be  distributed 
to  employees  most  conveniently  if  represented  by  cer- 
tificates of  the  face  value  of  $10  each,  a  certificate  rep- 
resenting one-tenth  of  a  share  of  common  stock.  Such 
certificates  will  carry  their  proportion  of  dividends 
paid  on  the  common  stock,  but  the  dividends  upon  cer- 
tificates may,  for  convenience,  be  paid  semi-annually. 

"  'The  company  should  establish  a  plan  to  assist  em- 
ployees whenever  necessary  to  take  their  allotment  of 
certificates  and  pay  therefor  in  installments. 


Profit-Sharing  305 

"  'An  owner  of  certificates  who  leaves  the  employ  of 
the  company  for  any  reason  should  receive  for  his 
unmatured  certificates  their  par  value  with  any  un- 
paid dividends  apportionable  to  them,  but  in  the  case 
of  certificates  not  fully  paid  for,  the  holder  should 
receive  the  amount  standing  to  his  credit  upon  his  ac- 
count. In  the  event  of  death  or  permanent  disabality 
of  an  employee  holding  unmatured  certificates,  such 
certificates  should,  on  full  payment  being  made  there- 
for, be  exchanged  for  stock  to  be  issued  to  such  dis- 
abled employee  or  to  the  estate  of  the  deceased.  The 
interests  of  the  employee  in  the  foregoing  respects 
must  be  safeguarded  by  equal  representation  upon 
committees  formed  to  deal  with  all  such  matters  im- 
partially/ 

"At  first  glance,"  Struthers  continued,  looking  up, 
"this  may  not  sound  like  a  very  generous  plan.  In 
effect,  however,  it  means  a  decided  participation  in 
the  profits  of  the  company.  Take  a  hypothetical  case 
of  a  man  making  on  an  average  of  two  thousand  dol- 
lars a  year.  The  degree  of  his  shareholding  would  be 
figured  in  this  manner :  His  wages  for  five  years  would 
approximate  ten  thousand  dollars.  He  is  allowed  to 
purchase  stock  to  the  extent  of  two  per  cent,  of  that 
amount.  That  equals  two  hundred  dollars,  which  is 
equivalent  to  two  shares  of  stock  at  par  value.  You 
must  bear  in  mind,  however,  that  the  shares  of  this 
company  are  to-day  not  valued  at  par  but  are  sold  at 
on  the  market  about  six  times  par  value.  The  returns 


306  Humanizing  Industry 

on  a  two  hundred  dollar  investment  are,  therefore, 
something  like  twelve  hundred  dollars.  The  employee 
who  takes  advantage  of  this  stock  purchasing  plan 
shares  not  only  in  those  profits  to  which  his  labor  con- 
tributed but  in  those  accruing  from  the  labor  of  his 
predecessors. 

"The  International  Harvester  Company,"  Struth- 
ers  went  on,  "adopted  a  profit-sharing  plan  that 
worked  in  two  ways.  First  of  all  it  set  aside  a  cer- 
tain part  of  its  profits  every  year  for  distribution 
among  those  employees  who  have  given  unusual  ser- 
vice. The  distribution  of  the  sales  department's  share 
in  these  profits  is  based  upon  two  important  points- 
first,  increase  in  sales;  second,  reduction  of  selling 
expense.  In  the  Works,  the  profits  are  distributed  for 
increased  production,  decreased  cost,  or  a  combina- 
tion of  both.  This,  however,  is  distinctly  a  bonus  plan. 
I  will  go  into  that  phase  of  profit-sharing  later. 

"The  second  classification  of  the  profit-sharing  plan 
is  the  one  which  allows  the  employee  to  purchase  the 
company's  stock  on  an  installment  plan.  The  terms 
of  the  agreement  upon  which  the  stock  is  bought  are 
such  as  to  make  the  purchase  highly  attractive  to  the 
employee.  According  to  the  terms  a  man  buying  a 
fifty-dollar  certificate  to  be  paid  for  in  two  years  has 
contributed  out  of  his  earnings  no  more  than  twenty- 
four  dollars  at  the  time  the  certificate  becomes  his 
own.  This  is  due  to  the  fact  that  from  the  moment 
he  makes  an  initial  payment  he  begins  drawing  five 


Profit-Sharing  307 

per  cent,  dividend  which  is  applied  to  his  payments. 
Together  with  this,  the  company  every  year  adds  one 
per  cent,  of  his  annual  income  until  the  stock  is  paid 
in  full. 

"The  conditions  of  a  profit-sharing  plan  offered  to 
the  employees  in  1919  were  as  follows : 

"Any  employee  could  subscribe  for  a  Profit-Shar- 
ing Certificate  for  $50  or  any  multiple  thereof  up  to 
the  sum  of  $1,000.  The  payments  for  the  Certificate 
to  be  made  in  specified  sums  of  not  less  than  $1  nor 
more  than  $25  per  month,  this  to  be  regularly  de- 
ducted from  the  employee's  wages.  The  amount  thus 
agreed  to  be  paid  to  be  sufficient,  with  the  other 
credits  hereinafter  provided,  to  pay  such  Certificate 
in  full  on  or  before  January  2,  1924. 

"Whenever  the  employee  is  unable  to  work  for  the 
Company  because  of  shut-down  or  of  his  sickness  or 
accident  disability,  his  payments  may  be  temporarily 
reduced  or  suspended. 

"Each  employee  who  subscribed  for  a  Profit-Shar- 
ing Certificate  before  March  1,  1919,  and  had  earned 
$100  or  more  during  the  year  1918  also  to  be  credited 
on  such  Certificate  at  the  date  of  his  subscription 
with  a  sum  equal  to  one  per  cent,  of  his  wages  during 
1918.  If  he  had  been  in  the  Company's  employment 
throughout  that  year,  this  credit  to  be  not  less  than 
$10. 

"The  Company  agreed  to  credit  annually  on 
January  '2  of  each  year,  from  1919  to  1924,  inclusive, 


308  Humanizing  Industry 

on  the  Profit-Sharing  Certificate,  in  addition  to  the 
employee's  payments  thereon,  the  following: 

(a)  An  amount  equal  to  one  per  cent,  of  the  em- 
ployee's wages  earned  during  the  preceding  calendar 
year,  if  such  wages  amount  to  not  less  than  f  100 
and  the  employee  is  still  working  for  the  Company. 
If   he   has  been   in    the   Company's   employment 
throughout  the  preceding  year,  this  credit  will  be 
not  less  than  $10. 

(b)  Interest  at  the  rate  of  five  per  cent,  per 
annum  on  all  his  payments  and  credits  on  his  Profit- 
Sharing  Certificate. 

"The  employee's  options,"  continued  Struthers, 
"were  as  follows: 

"He  had  the  right  to  apply  the  amount  credited 
upon  his  Profit-Sharing  Certificate  to  the  purchase, 
from  the  Company,  of  its  common  stock  at  $3  per 
share  below  its 'then  market  price  at  any  time  when 
such  amount  is  sufficient  to  pay  for  one  or  more  such 
shares;  or 

"To  receive  in  cash  the  full  amount  of  his  Certifi- 
cate, with  accrued  interest,  any  time  after  such  Cer- 
tificate is  fully  paid ;  or 

"To  leave  with  the  Company  until  January  2,  1924, 
the  amount  of  his  paid-up  Profit- Sharing  Certificate, 
and  (if  he  continues  in  the  employ  of  the  Company) 
to  receive  in  cash  on  every  January  2,  to  and  includ- 


Profit-Sharing  309 

ing  the  year  1924,  interest  thereon  at  five  per  cent,  per 
annum  and  also  an  amount  equal  to  one  per  cent,  of 
his  wages  for  the  preceding  year  but  not  less  than 
f  10 ;  and 

"To  subscribe  from  time  to  time  for  additional  Prof- 
it-Sharing Certificates  upon  the  same  terms  and  con- 
ditions, provided  the  total  amount  of  certificates  sub- 
scribed for  by  any  employee  under  this  plan  and  the 
continuation  thereof,  did  not  exceed  f  1,000  and  his 
payments  thereon  did  not  exceed  $25  per  month. 

"In  addition  to  this,  the  Company  agreed  to  pay  to 
each  employee,  while  he  continued  to  be  an  employee 
and  to  own  stock  acquired  under  this  extension  of 
the  Plan,  in  addition  to  the  dividends  on  his  stock, 
an  amount  equal  to  the  extra  dividend  which  he  would 
receive  upon  his  said  stock  if  the  entire  excess  of  the 
net  profits  of  the  Company  for  each  calendar  year 
prior  to  January,  1924,  over  and  above  an  amount 
equal  to  six  per  cent,  on  the  moneys  invested  in  the 
Company's  business  during  such  year,  were  distrib- 
uted pro  rata  to  all  the  holders  of  its  common  stock. 
The  Company  guaranteed  that  this  amount  would  not 
be  less  than  $2  a  year  for  each  share  of  stock  so  held 
by  the  employee.  The  guaranteed  $2  per  share  to  be 
paid  by  January  10,  and  the  remainder  as  soon  there- 
after as  the  balance  sheet  had  been  approved  by  the 
Board  of  Directors. 

"Let  us  take  a  specific  case  of  a  man  subscribing  for 
a  fifty-dollar  certificate,"  Struthers  went  on.  "He 


3IO  Humanizing  Industry 

filed  his  subscription  during  January,  1919,  let  us  say. 
One  per  cent,  of  his  wages  for  the  years  1919, 1920  and 
1921  will  amount  to  a  minimum  of  thirty  dollars.  As 
was  stated  in  the  terms,  ten  dollars  is  the  minimum 
amount  applied  to  purchases,  even  though  the  yearly 
earnings  may  be  less.  He  makes  twenty-four  monthly 
payments  of  one  dollar  each  which  gives  a  total  of 
twenty-four  dollars.  To  this  is  added  the  interest 
on  his  payments  which  equals  $2.70.  On  January 
1,  1921,  this  man  has  to  his  credit  $56.70.  All  that 
he  has  contributed  in  cash  to  this  amount  has  been 
$24.  He  may  draw  the  full  amount  on  January  2, 

1921,  or  he  may  leave  the  amount  with  the  company 
until  January  2,  1924.    If  he  continues  in  the  employ 
of  the  company  he  will  receive  in  cash  on  January  2, 

1922,  $12.84;  on  January  2,  1923,  $12.84;  and  on 
January  2,  1924,  $12.84.    On  the  last  date  he  will  also 
receive  the  principal  of  $56.70.    The  payment  of  the 
$12.84  each  year  is  a  continuance  of  the  one  per  cent, 
allowance  added  to  five  per  cent,  interest  on  the  $56.70. 
On  an  investment  of  $24  he  receives  a  return  of  $95.22. 

"The  United  States  Steel  Corporation  issued  its 
stock-purchasing  plan  as  far  back  as  1902.  George  W. 
Peakins,  who  is  responsible  for  the  profit-sharing  plans 
in  a  good  many  companies  where  he  is  a  director, 
drew  up  this  one.  It  is  in  a  large  measure  similar  to 
the  Harvester  plan.  The  employees  were  divided  into 
six  classes. 

"Class  A,  those  who  received  $20,000  a  year  and 


Profit-Sharing  311 

over ;  class  B,  those  who  received  from  f  10,000  to  $20,- 
000;  class  C,  those  who  received  from  $5,000  to  $10,- 
000 ;  class  D,  those  who  received  from  $2,500  to  $5,000 ; 
class  E,  those  who  received  from  $800  to  $2,500,  and 
class  F,  those  who  received  $800  and  less.  This  di- 
vision was  made  to  limit  the  number  of  shares  which 
the  men  in  each  class  could  buy ;  twenty-five  thousand 
shares  of  preferred  stock  were  then  offered  to  the 
employees  of  the  company  at  $82.50  per  share,  which 
was  a  price  slightly  lower  than  that  demanded  on  the 
market.  Every  man  could  buy  to  the  extent  repre- 
sented by  the  fixed  percentage  of  his  salary. 

"Where  a  man's  salary  was  $20,000  a  year  or  over, 
he  could  subscribe  for  as  much  stock  as  five  per  cent, 
of  his  salary  would  purchase.  Where  his  salary  was 
between  $10,000  and  $20,000  a  year,  as  much  stock  as 
eight  per  cent,  of  his  salary  would  purchase.  Where 
his  salary  was  between  $5,000  and  $10,000  a  year,  as 
much  as  10  per  cent,  of  his  salary  would  purchase. 
Where  his  salary  was  from  $2,500  to  $5,000  a  year,  as 
much  stock  as  twelve  per  cent,  of  his  salary  would  pur- 
chase. Where  his  salary  was  between  $800  and  $2,500 
a  year,  as  much  stock  as  fifteen  per  cent,  of  his  salary- 
would  purchase — and  where  it  was  $800  or  less,  as 
much  as  twenty  per  cent,  of  his  salary  would  pur- 
chase. 

"It  was  announced  that  if,  on  this  basis  of  subscrip- 
tions, more  than  25,000  shares  were  subscribed  for, 
in  allotting  subscriptions,  preference  would  be  given 


312  Humanizing  Industry 

to  the  men  who  were  receiving  salaries  of  $800  a  year 
or  less,  so  that  if  any  one  was  not  allotted  stock,  it 
would  be  those  receiving  the  larger  salaries. 

"It  was  arranged  that  subscriptions  should  be  made 
in  monthly  installments,  to  be  deducted  from  the  sal- 
ary or  wages  of  the  subscriber  in  such  amounts  as  he 
might  desire,  not,  however,  to  exceed  twenty-five  per 
cent,  of  any  one  month's  salary  or  wages. 

"This  provision  was  made  to  prevent  an  employee 
subscribing  for  the  stock  and  turning  it  over  to  some 
one  else  to  take  up  and  possibly  resell  later  on  at  a 
profit;  also,  in  the  case  of  a  smaller  wage  earner,  to 
interest  him  in  saving  a  regular  amount  of  money  out 
of  each  month's  earnings.  At  the  same  time  he  was 
given  as  long  a  time  as  he  wished  in  which  to  pay  for 
his  stock,  provided  this  time  did  not  exceed  three 
years. 

"It  was  agreed  that  the  dividends  at  the  rate  of 
seven  per  cent,  as  paid,  should  be  used  as  additional 
payments  on  the  stock.  Interest  at  the  rate  of  five 
per  cent,  was  charged  on  deferred  payments. 

"As  soon  as  the  stock  was  fully  paid  for,  the  certifi- 
cate was  issued  in  the  name  of  the  subscriber  and 
given  to  him,  and  he  could  then  sell  it  or  dispose  of  it 
as  he  chose ;  but,  as  an  inducement  for  him  to  keep  it 
and  to  remain  continuously  in  the  employ  of  the  Cor- 
poration or  one  of  its  subsidiary  companies,  and  to 
have  an  interest  in  the  business  similar  to  that  of  a 


Profit-Sharing  313 

stockholder  or  a  working  partner,  the  following  offer 
was  made: 

"If  a  man  would  not  sell  or  part  with  his  stock  but 
would  keep  it  and,  in  each  January  for  five  years 
commencing  with  January,  1904,  would  exhibit  the 
original  certificate  to  the  Treasurer  of  his  Company, 
together  with  a  letter  from  the  proper  official,  to  the 
effect  that  he  had  been  continuously  in  the  employ  of 
the  Corporation  or  one  of  its  subsidiary  companies 
during  the  preceding  year  and  had  shown  a  proper 
interest  in  its  welfare  and  progress,  he  would  receive 
each  year  for  five  years  a  credit  for  $5  for  each  share 
of  stock  he  was  paying  for. 

"For  example :  The  first  stock  offer  was  made  at 
$82.50  a  share.  If  a  man  subscribed  for  a  share  of 
stock  and  kept  paying  for  it  and  held  it  continuously 
for  five  years,  these  five  dollars  a  year  payments  would 
in  themselves  mark  the  stock  down,  until  at  the  end  of 
five  years,  it  would  only  have  cost  him  $57.50.  In 
addition  to  this,  he  received  a  credit  of  a  considerable 
sum  made  up  of  the  difference  between  the  five  per 
cent,  interest  charged  him  on  deferred  payments  and 
the  seven  per  cent,  dividend  paid  him  on  the  par  of 
the  stock. 

"It  was  further  agreed  that  these  $5  payments  made 
annually  for  five  years  would  be  deposited  in  a  fund, 
whether  or  not  the  subscriber  continued  to  pay  for 
and  finally  took  up  his  stock,  and  that  such 


314  Humanizing  Industry 

payments  as  were  thus  left  in  the  fund  by  men  who 
failed  to  continue  to  pay  for  their  stock  would  be 
divided  at  the  end  of  five  years  among  those  who  per- 
sisted in  their  payments  and  remained  in  the  employ 
of  the  corporation  continuously  for  five  years. 

"The  first  year  the  stock  was  offered  over  10,000 
men  held  on  to  the  stock  for  which  they  subscribed; 
the  second  year  this  figure  was  repeated,  the  third 
year  it  went  down  to  8,500  employees,  the  fourth  year 
it  rose  to  12,000  and  the  fifth  to  14,000. 

"Last  year  stock  was  again  offered  for  purchase  to 
the  employees.  The  subscription  price  was  $92,  which 
was  a  little  below  the  price  quoted  in  the  stock  market 
sheets.  The  original  plan  with  the  original  induce- 
ments was  applied. 

"These  plans  of  stock  purchasing  have  been  widely 
adopted.  The  Sewell-Clapp  Envelope  people,  who  have 
made  rapid  strides  in  this  business  of  coming  to  a 
profitable  understanding  with  their  employees,  have 
for  some  time  been  selling  preferred  stock  on  the  in- 
stallment plan  to  their  men.  Dividends  of  six  per  cent, 
are  guaranteed  them.  These  are  increased  if  the 
profits  warrant  it.  This  is  determined  by  the  size  of 
the  dividends  on  the  common  stock.  Owners  of  pre- 
ferred stock  may  get  dividends  up  to  twelve  per  cent, 
provided  the  common  reaches  that  point  or  goes  be- 
yond it. 

"A  few  months  ago,  the  holder  of  the  majority  of 
the  common  stock  of  this  company,  who  had  been  for 


Profit-Sharing  315 

more  than  twenty-five  years  its  President  and  Man- 
ager, wished  to  retire.  Several  minority  holders  of 
this  stock  were  outside  investors,  in  no  way  connected 
with  the  company.  It  was  found  possible  to  secure 
their  holdings  at  fair  prices.  All  of  the  common  stock 
thus  being  in  hand,  the  problem  was  to  transfer  this 
property  on  an  equitable  basis  to  a  group  of  buyers 
whose  available  capital  was  limited  but  whose  com- 
bined power  to  earn  and  save  was  sufficient  to  under- 
take the  deal.  The  stock  was  sold  to  the  employees  on 
an  installment  plan.  The  seller  accepted  a  price  be- 
low real  value  and  took  a  risk  as  to  final  payment. 
This  was  justified  only  by  his  intimate  acquaintance 
with  the  business  and  the  character  and  ability  of  the 
buyers.  The  latter  put  their  shoulders  under  an  un- 
dertaking involving  a  few  years  of  maximum  effort 
in  earning  and  self-denial  and  joined  in  a  contract 
pledging  to  the  seller  and  each  other  their  financial 
and  personal  cooperation  in  a  common  enterprise. 
They  have  obtained  on  terms  rarely  possible  a  prop- 
erty with  which  they  are  thoroughly  familiar.  They 
have  become  owners,  associated  on  a  strictly 
democratic  basis  with  men  whom  they  know  and 
trust.  It  has  been  made  comparatively  easy  and 
eminently  worth  while  for  them  to  make  for  a  time 
a  supreme  effort  in  thrift.  The  seller  had  the  assur- 
ance that  the  business  to  which  his  life  has  been  de- 
voted would  be  continued  without  radical  change  in 


316  Humanizing  Industry 

spirit  or  methods  and  that  it  went  into  the  hands  of 
men  who  had  earned  his  esteem  and  confidence. 

"During  the  period  that  the  reorganization  went 
into  effect,  the  psychological  reaction  has  been  sur- 
prisingly satisfactory  and  has  been  tangibly  reflected 
in  material  results. 

"The  Procter  &  Gamble  Company,"  Struthers 
went  on,  after  a  pause,  "have  a  stock  purchasing 
scheme  which  is,  as  far  as  is  known,  the  most  generous 
in  its  share  of  profits.  It  is  open  only  to  employees 
making  less  than  f  1,500  a  year.  These  may  purchase 
stock  to  the  amount  equaled  by  their  annual  salary. 
With  small  annual  payments  this  stock  is  paid  for 
within  a  few  years  owing  to  the  fact  that  as  soon  as  a 
man  pays  an  initial  fee  on  his  stock  he  becomes  a 
sharer  in  the  profits  of  the  company  to  the  extent  of 
at  least  sixteen  per  cent,  dividend  on  his  annual 
wages. 

"The  plan  is  as  follows:  The  stock  subscribed  for 
by  the  employee  is  held  for  his  benefit  by  three  trustees 
appointed  from  time  to  time  by  the  board  of  directors 
of  the  company.  The  employee  upon  having  his  ap- 
plication for  the  purchase  of  stock  approved,  makes 
an  initial  payment  of  not  less  than  two  and  one-half 
per  cent,  of  the  cost  price.  He  also  pays  in  cash, 
during  each  year  succeeding  the  day  of  purchase  until 
the  stock  is  fully  paid  for,  not  less  than  four  per  cent, 
of  the  total  amount  of  his  subscription.  Together 
with  this  he  pays  three  per  cent,  interest  on  the  un- 


Profit-Sharing  317 

paid  balance.  So  much  for  the  employee's  share  in  the 
transaction. 

"Immediately  upon  the  first  payment  on  account  of 
the  purchase  price  of  the  stock,  the  trustees  issue  to 
him  a  trust  receipt  pass  book  which  contains  the  form- 
al contract,  called  the  trust  receipt.  This  gives  the 
amount  of  stock  bought  and  the  amount  of  money  paid 
on  account,  and  guarantees  to  the  holder  of  the  receipt 
dividends  at  the  rate  of  sixteen  per  cent,  per  annum 
upon  the  amount  of  wages  actually  earned  by  him  dur- 
ing the  year.  These  dividends  are  placed  to  his  credit 
on  the  stock  which  he  has  purchased.  Together  with 
this,  the  regular  dividends  of  the  stock  are  added  as 
additional  payments. 

"When  the  purchase  price  of  the  stock  subscribed 
for  by  an  employee  together  with  the  interest  payable 
are  fully  paid  for  by  the  employee's  own  cash  pay- 
ments plus  the  stock  dividends  and  the  sixteen  per 
cent,  trust  receipt  dividends,  the  trustees  recall  the 
trust  receipt  pass  book  and  issue  to  him  instead  a 
paid-up  trust  receipt.  After  that,  all  further  sixteen 
per  cent,  dividends  on  his  wages  as  well  as  dividends 
on  his  stock  are  paid  to  the  employee  in  cash. 

"After  an  employee  has  been  a  shareholder  of  the 
common  stock  of  the  company  for  a  term  of  five  years, 
he  may  upon  written  application  to  the  treasurer  of 
the  company,  increase  his  holdings  of  stock  under  this 
plan  by  an  amount  equal  to  twenty-five  per  cent,  of 
his  annual  wages.  Thereafter  he  receives  a  trust  re- 


318  Humanizing  Industry 

ceipt  dividend  at  the  rate  of  twenty  per  cent,  per 
annum  upon  his  wages. 

"After  he  has  been  a  shareholder  of  the  common 
stock  for  ten  years,  he  may  again  increase  his  hold- 
ings to  an  amount  equal  to  one  hundred  and  fifty  per 
cent,  of  the  wages  he  is  then  receiving  and  thereafter 
he  receives  a  dividend  of  twenty-four  per  cent,  upon 
his  annual  wages. 

"Let  us  take  an  individual  instance  of  a  man  sub- 
scribing for  stock  amounting  to  twelve  hundred  dol- 
lars, which  is  his  wage  for  that  year.  He  makes  an 
initial  payment  of  two  and  one-half  per  cent,  or  $30. 
Before  the  year  is  over  he  must  pay  into  the  fund 
four  per  cent,  of  the  entire  amount  or  $48.  The  com- 
pany pays  seven  per  cent,  dividends  on  the  stock. 
Three  of  these  are  subtracted  to  pay  the  interest  on 
the  little  less  than  $1,200.  We'll  call  it  $1,200  to 
keep  the  figures  simple.  That  means  that  four  per 
cent,  of  the  dividend  or  $48  is  added  to  the  payments. 
Together  with  this  the  company  adds  the  trust  receipt 
dividend  of  sixteen  per  cent,  or  $192.  At  the  end  of 
the  first  year,  the  employee's  debt  to  the  company  on 
Ms  $1,200  worth  of  stock  is  $882.  All  that  he  has 
paid  is  his  initial  sum  of  $30  plus  his  four  per  cent, 
installments  of  $48. 

"The  second  year  the  employee  again  makes  his  pay- 
ment of  $48  to  which  the  company  again  adds  the 
$192  trust  receipt  dividend,  and  $57.54  which  is  the 
stock  dividend  minus  the  three  per  cent,  interest  on 


Profit-Sharing  319 

the  $882.  This  leaves  the  employee  in  debt  for  his 
stock  to  the  amount  of  f  592.46  at  the  end  of  that  term. 

"The  third  year  this  debt  is  further  decreased  by 
the  $48  which  the  employee  pays,  the  $192  on  the 
trust  receipts  and  $66.22  as  stock  dividends  minus 
the  interest.  This  leaves  him  in  debt  to  the  tune  of 
$296.24. 

"The  fourth  year  sees  the  debt  paid  with  the  $48 
contributed  by  the  employee,  $192  by  the  trust  receipt 
dividend  and  $76.11  by  the  stock  dividends.  This 
amounts  to  $306.11,  which  is  $9.87  more  than  is  nec- 
essary. The  employee  pockets  that.  After  his  stock 
is  all  paid  up  the  employee  continues  to  receive  an 
annual  stock  dividend  of  $84,  let  us  say,  plus  the  $192 
which  continues  to  be  his  trust  receipt  dividend  just 
as  long  as  he  remains  in  the  employ  of  the  company 
and  has  his  stock  in  trust.  During  four  years  in  which 
he  has  made  payments  the  employee  paid  a  total 
amount  of  $222,  for  which  he  gets  the  $1,200  in  stock 
with  its  dividends,  plus  an  assurance  of  a  permanent 
sixteen  per  cent,  extra  dividend  on  his  wages. 

"The  sharing  in  the  profits  of  this  company,  as  I 
explained  to  you,  is  increased  after  five  and  ten  years 
of  service  and  the  employee  pays  even  less  for  a  share 
in  stock  which  in  turn  nets  him  an  increasing  per- 
centage of  profits. 

"This  method  of  profit-sharing  by  purchase  of  stock 
is  like  nothing  employed  in  the  usual  stock-purchas- 
ing schemes  and  is  most  greatly  comparable  to  the 


320  Humanizing  Industry 

employees'  saving  funds  about  which  I  shall  tell  you 
later. 

"Among  the  other  companies  having  the  ordinary 
stock  purchasing  where  the  stock  is  sold  on  easy  in- 
stallments below  market  price  and  where  the  divi- 
dends are  applied  to  the  outstanding  debt  as  payment 
are  the  Youngstown  Sheet  and  Tube  Company  of  Ohio, 
the  National  Carbon  Company  of  Cleveland,  the  Na- 
tional Biscuit  Company,  and  several  of  the  Telephone 
Companies.  There  are  others,  besides." 

Struthers  paused  to  fill  his  pipe.  After  lighting  it 
and  taking  a  few  puffs  he  went  on. 

"So  much  for  profit-sharing  via  the  stock-purchas- 
ing plan.  In  trying  to  come  closer  to  their  employees 
by  interesting  them  in  the  production  of  the  plant 
through  a  definite  share  in  profits,  some  of  the  owners 
and  directors  of  industry  have  introduced  bonus 
plans.  A  number  of  these  take  the  form  of  presenta- 
tion of  stock.  Others  are  cash  bonuses  given  at  the 
end  of  the  year  after  dividends  have  been  paid  on  the 
stock  of  the  company.  All  of  these  bonus  plans,  or 
rather  let  me  say,  the  vast  majority  of  them,  are  based 
on  a  sliding  scale  in  which  length  of  service  and  annu- 
al wage  are  the  factors  taken  into  consideration. 

STOCK  PRESENTATION 

"The  Dennison  Manufacturing  Company  at  Fram- 
ingham,  Massachusetts,  is  representative  of  the  first 


Profit-Sharing  321 

type  of  bonus  plan.  Every  year  after  the  dividends 
on  the  first  and  second  preferred  shares  of  stock  have 
been  paid,  the  remaining  profits  are  divided  among 
the  principal  employees  of  the  company  in  the  form  of 
shares  of  industrial  partnership  stock.  These  are  ap- 
portioned in  proportion  to  the  amount  of  actual  salary 
received.  The  industrial  partnership  stock  has  a  par 
value  of  $10  per  share.  It  carries  with  it  a  cash  divi- 
dend and  is  further  valuable  in  that  it  carries  with  it 
the  privilege  of  voting  powers  in  the  stockholders' 
meetings.  Every  parcel  of  ten  shares  is  worth  one 
vote. 

"There  is  a  very  interesting  phase  to  the  plan  in 
this  company  which  has  a  direct  bearing  on  the  ques- 
tion of  giving  employees  a  voice  in  the  running  of  in- 
dustry. We'll  discuss  that  question  in  greater  detail 
some  other  time,  but  while  we  are  on  this  subject  of 
stock  presentation  we'll  take  up  this  individual  in- 
stance. The  amount  of  industrial  partnership  stock 
held  by  this  company  is  valued  at  $1,050,000.  Accord- 
ing to  the  plan  drawn  up  by  the  company,  when  the  in- 
dustrial stock  issued  shall  have  reached  the  one  hun- 
dred thousand  point,  that  is,  when  the  employees  of 
the  company  will  be  holding  shares  valued  in  the  mass 
at  $1,000,000,  the  entire  voting  power  of  the  stock- 
holders of  all  classes,  meaning  first  preferred  stock, 
second  preferred  stock  and  industrial  partnership 
stock,  will  be  vested  in  the  holders  of  the  industrial 
partnership  stock.  Until  they  fail  materially  in  the 


322  Humanizing  Industry 

obligations  to  the  preferred  stockholders,  they  will 
keep  this  power.  An  indication  of  their  failure  will  be 
a  decrease  in  profits.  In  case  only  one-half  the  regular 
dividend  is  paid  to  the  holders  of  the  first  preferred* 
stock  the  first  year,  or  only  three-quarters  the  second 
year,  the  stockholders  of  the  first  preferred  are  to 
regain  their  vote  in  the  meetings.  If  the  industrial 
partnership  stockholders  are  at  all  in  arrears  in  pre- 
ferred profits  at  the  end  of  four  years,  they  lose  their 
vote  for  all  time. 

"This  ought  to  turn  out  to  be  an  interesting  experi- 
ment when  the  value  of  industrial  partnership  stock 
held  by  the  employees  reaches  the  million-dollar  mark. 

"The  John  B.  Stetson  Company  of  Philadelphia, 
hat  manufacturers,  is  another  firm  which  gives  its  em- 
ployees yearly  bonuses  in  the  form  of  shares  of  stock. 

CASH   BONUSES 

"The  more  popular  form  of  the  bonus  system,  how- 
ever, is  the  cash  payment  plan.  This  has  been  adopted 
by  a  large  number  of  industrial  organizations.  There 
are  one  or  two  differences  in  these  plans  which  it  may 
be  interesting  to  know.  Some  of  the  plants  have  a 
bonus  system  the  rates  of  which  fluctuate  as  the  prof- 
its of  the  company  do.  That  is,  the  employee  cannot 
count  on  any  definite  cash  bonus  at  the  end  of  the 
year.  If  the  company  has  had  a  good  year,  the  bonus 
rate  is  high;  if  the  company  has  had  a  poor  year, 


Profit-Sharing  323 

the  rate  is  low.  From  the  standpoint  of  logic  that 
sounds  like  a  very  sane  sort  of  an  arrangement.  It 
seems  fair  that  the  employee  should  share  in  the  profit 
of  the  company  only  to  the  extent  that  there  are  prof- 
its. But  there  is  this  to  be  taken  into  consideration. 
The  worker  in  seeking  employment  in  a  company 
which  holds  out  to  him  its  bonus  plan  as  an  attraction 
feels  that  he  is  cheated  when  that  plan  offers  him 
little  above  the  wages  for  which  he  works.  Just  as 
long  as  he  is  in  no  way  represented  on  the  board  which 
determines  the  profits  of  the  company,  that  feeling  of 
being  cheated  will  exist. 

"Not  so  long  ago  I  had  occasion  to  speak  to  the  late 
H.  B.  Endicott  of  the  Endicott-Johnson  Company. 
During  the  war,  Mr.  Endicott  was  appointed  strike 
mediator  by  the  executive  of  his  state.  It  was  said 
about  him  that  he  averted  between  two  hundred  and 
three  hundred  strikes.  In  speaking  about  this  type  of 
flexible  bonus  system,  he  declared  that  time  and  again, 
in  speaking  to  the  representatives  of  the  workers  in 
various  industries,  they  asked  him  to  eliminate  the 
bonus  system.  Time  and  again,  that  was  one  of  the 
points  upon  which  the  men  threatened  to  strike.  And, 
in  the  same  manner,  time  and  again  the  elimination  of 
the  system  was  one  of  the  points  that  brought  the 
men  back  to  their  machines. 

"The  trouble  with  this  system  is  this:  In  its  in- 
ception it  was  an  honest,  praiseworthy  effort  to  reward 
the  employee  for  the  good  service  which  served  to  swell 


324  Humanizing  Industry 

the  profits  of  the  company.  So  far,  so  good.  With 
years,  however,  the  underlying  purpose  of  the  bonua 
plan  was  forgotten,  and  some  of  the  men  who  adopted 
it,  did  so  through  no  other  desire  than  to  attract  work- 
ers  by  the  lure  of  additional  remuneration  after  tha 
close  of  the  year.  Very  often  the  wages  and  the  work- 
ing conditions  were  very  much  below  the  standard. 
But  the  bait  of  the  bonus  was  held  out  and  the  work- 
man bit.  If  a  man  worked  a  full  year,  his  bonus  was 
given  him;  if  he  either  was  discharged  or  left  of  his 
own  volition,  the  bonus  was  forfeited.  That  was  one 
cause  for  dissatisfaction.  Very  often  the  bonus  did 
not  come  up  to  his  expectations.  That  was  another 
cause  for  dissatisfaction.  The  men  felt  that  advan- 
tage was  being  taken  of  them.  It  was  in  instances  of 
this  nature,  that  the  inherent  viciousness  of  a  bonus 
system  of  this  sort  was  discovered. 

"Let  me  give  you  an  example  of  the  flexible  bonus 
plan.  The  Cleveland  Twist  Drill  Company  is  repre- 
sentative. There  are  scores  of  others  but  this  will 
do  as  well  as  any.  After  providing  for  the  eight  per 
cent,  dividend  on  its  stock,  all  cash  dividends  sub- 
sequently declared  during  the  year  are  divided  be- 
tween the  stockholders  and  the  employees.  All  em- 
ployees who  have  been  with  the  company  for  two  years 
or  more  receive  dividends  on  their  annual  wages  at 
the  same  rate  as  the  stockholders.  Those  who  have 
been  with  the  company  for  less  than  two  years  but 
more  than  one,  receive  three-quarters  of  that  rate. 


Profit-Sharing  325 

Employees  who  have  been  with  the  company  for  less 
than  one  year,  get  one-half  of  the  dividend  rate.  The 
percentage,  whatever  it  is,  is  taken  on  the  amount  of 
salary  or  wages  earned  by  the  employees  during  the 
twelve  months  preceding  June  30th  of  the  year. 

"Very  often  it  may  happen  that  this  form  of  the 
bonus  plan  may  give  the  participants  a  greater  share 
in  the  profits  than  in  a  fixed  system,  but  the  fact  re- 
mains that  it  is  open  to  fluctuation  from  year  to  year. 
As  far  as  the  employee  is  concerned,  that  fluctuation 
is  arbitrary  and  is  no  small  cause  for  dissatisfaction 
and  unrest. 

"A  good  many  of  the  steel  companies  have  bonus 
plans  similar  to  this ;  others  have  plans  where  special 
workers  are  rewarded.  You  can  easily  see  the  dan- 
gers of  such  a  system.  It  is  always  open  to  partiality 
and  injustice  and  results  in  discord. 

"There  is,  however,  a  second  type  of  bonus  system 
which  is  as  fixed  as  the  laws  of  the  Medes  and  Per- 
sians. This  is  truly  valuable  in  that  the  employee 
knows  for  certain  just  what  bonus  or  dividend  he  may 
expect,  this  depending  upon  his  length  of  service  and 
his  salary  or  wage.  Of  course,  you  may  say,  that  it 
is  not  in  reality  what  it  pretends  to  be — a  profit-shar- 
ing plan — and  give  as  your  reason  that  the  employee 
should  not  be  expected  to  get  an  additional  profit  on 
his  service  if  the  company  cannot  show  an  additional 
profit  on  its  sales.  That  is  a  very  good  point;  the 
ideal  situation  would  perhaps  be  the  one  where  the 


326  Humanizing  Industry 

employee  can,  through  a  representative,  be  taken  into 
the  confidence  of  the  company  and  be  shown  that  oc- 
casionally the  company's  profits  are  very  low,  or  per- 
haps, that  there  are  no  profits,  and  that  therefore  he 
must  forego  the  bonus  for  that  year.  Just  as  long, 
however,  as  the  employee  has  no  voice  in  the  determi- 
nation of  profits,  a  bonus  plan  that  is  at  all  valuable 
must  be  fixed.  The  company  must  regard  it  as  part 
of  its  overhead  expenses.  It  is  a  payment  that  must 
be  met  even  as  other  bills  are  met. 

"These  fixed  bonus  systems  vary  with  the  different 
companies.  The  Clipper  Belt  Lacer  Company  of  Grand 
Rapids  employs  a  very  generous  one.  Their  plan  is 
to  give  each  man  and  woman  five  per  cent,  on  their 
first  year's  earnings;  six  per  cent,  on  their  second 
year's  earnings ;  seven  per  cent,  the  third  year  and  so 
on  until  the  maximum  bonus  of  ten  per  cent,  is 
reached.  The  acid  test  of  this  system  lies  in  the  fact 
that  the  large  majority  of  the  employees  in  this  com- 
pany are  to-day  receiving  the  ten  per  cent,  bonus  every 
day  before  Christmas.  That  is  the  best  indication 
that  I  can  give  you  that  where  the  system  is  honestly 
inaugurated  to  interest  the  men  in  the  works  by  giving 
them  a  definite  share  in  the  profits,  they  stay. 

"The  Crane  Company  of  Chicago  gives  its  employees 
a  sum  equal  to  ten  per  cent,  of  their  annual  earnings 
at  Christmas  time. 

"The  Warner  &  Swasey  Company  of  Cleveland 
distributes  its  cash  bonuses  December  31st  of  every 


Profit-Sharing  327 

year.  The  percentage  ranges  from  one  per  cent,  of 
the  yearly  earning  to  the  man  who  has  been  with  the 
company  for  six  months  to  a  year,  to  a  maximum  of 
five  per  cent,  to  the  men  who  have  been  employed  for 
five  years  or  more. 

"The  plan  of  the  Phelps-Dodge  Corporation  calls 
for  a  hundred  dollar  bonus  to  all  men  who  have  been 
employed  by  the  company  for  one  year,  one  hundred 
and  ten  dollars  bonus  to  the  men  who  have  been  em- 
ployed for  two  years,  with  a  gradual  increase  of  ten 
dollars  a  year  until  the  maximum  of  two  hundred  and 
fifty  dollars  is  reached. 

"After  his  experience  as  strike  mediator,  Mr.  Endi- 
cott  introduced  a  bonus  plan  in  his  companies  which 
is  different  from  any  that  I  have  yet  discovered.  After 
the  seven  per  cent,  dividend  in  the  preferred  stock  has 
been  paid  plus  the  ten  per  cent,  set  apart  for  the  prof- 
its on  the  common  stock,  the  remainder  of  the  profits 
are  split  half  and  half  between  the  workers  and  the 
owners  of  the  common  stock. 

"Up  to  this  point  there  is  nothing  startlingly  new  in 
this  plan.  But,  after  the  sum  to  be  distributed  among 
the  workers  is  determined,  it  is  divided  among  them 
all,  share  and  share  alike.  Every  man,  woman  or  boy 
who  has  been  in  the  employ  of  the  company  for  at 
least  a  year,  receives  the  same  bonus.  The  super- 
intendent of  a  department  gets  the  same  amount  as 
his  office  boy.  This  seems  very  satisfactory  to  the 
office  boy,  but  is  it  to  the  superintendent,  you  may 


328  Humanizing  Industry 

ask?  I  put  that  question  to  Mr.  Endicott  and  his 
reply  was  that  of  a  sensible  business  man.  The  super- 
intendent, he  said,  gets  enough  money  to  make  the 
additional  bonus  unnecessary  to  him ;  it  is  in  its  origin 
not  intended  for  him.  It  means  something  very  valua- 
ble to  the  office  boy,  however.  In  the  long  run  the 
superintendent  profits  by  its  distribution  by  virtue 
of  the  spirit  of  satisfaction  with  working  conditions 
that  is  created  by  it. 

"Whether  that  system  will  work  or  not,  time  will 
show.  It  was  introduced  for  the  first  time  last  year. 

SAVINGS   FUNDS 

"There  is  still  another  phase  of  profit-sharing  work. 
This  is  different  both  from  the  stock-purchasing  plans 
and  the  bonus  plans.  It  is  commonly  known  as  the 
company  savings  fund.  Under  this  system,  the  com- 
pany maintains  a  savings  bank  for  its  employees.  For 
every  dollar  that  the  employee  saves,  the  company 
makes  an  additional  contribution.  In  some  instances, 
this  contribution  is  equal  to  fifty  to  one  hundred 
per  cent,  of  the  employee's;  in  others  the  company's 
contribution  is  fixed  by  a  certain  and  definite  per- 
centage of  its  profits.  The  Metropolitan  Life  Insur- 
ance Company  and  S.  W.  Straus  &  Company  are 
representative  of  the  first  plan;  Sears,  Roebuck  & 
Company  is  representative  of  the  second. 

"The  plan  of  the  Metropolitan  Company  allows  any 


Profit-Sharing  329 

employee  who  has  been  with  them  for  at  least  a  year 
and  earning  less  than  three  thousand  dollars  a  year 
to  become  a  depositor.  For  every  dollar  that  the  em- 
ployee deposits,  the  company  adds  fifty  cents.  No  man 
or  woman  is  allowed  to  deposit  more  than  five  per 
cent,  of  his  or  her  salary  during  any  one  year.  Be- 
sides the  contribution  of  the  company,  interest  is  paid 
at  three  per  cent.  This  is  increased  by  the  money 
forfeited  by  employees  who  cease  to  be  members  of  the 
savings  fund.  The  membership  rule  calls  for  twenty 
years  of  continuous  service  before  the  employee  can 
withdraw  his  savings  plus  the  company's  contribu- 
tions from  the  fund.  You  can  readily  see  the  purpose 
of  this.  The  company,  and  with  due  reason,  does  not 
feel  bound  to  add  to  the  savings  of  any  of  the  men 
who  do  not  intend  to  give  the  best  years  of  their  ser- 
vice toward  the  growth  of  the  organization.  There 
are,  of  course,  several  exceptions  to  this  rule,  such 
as  death,  disability,  or  marriage  on  the  part  of  a  wom- 
an employee.  In  these  events,  the  employees  or  the 
estate  get  the  full  advantage  of  the  savings  arrange- 
ment. If  an  employee  ceases  to  be  a  member  of  the 
savings  fund,  he  receives  all  the  payments  that  he 
made  plus  compound  interest  on  the  same,  at  the  rate 
of  three  per  cent.  A  percentage  of  the  contributions 
toward  this  man's  fund  made  by  the  company  is  ap- 
plied as  additional  interest  to  the  deposits  of  the  rest 
of  the  members. 
"This  percentage  is  controlled  by  the  number  of 


33°  Humanizing  Industry 

years  of  membership  in  the  fund  of  the  withdraw- 
ing depositor.  For  instance,  when  a  man  has  been 
a  member  for  only  one  year  before  he  leaves  the 
employ  of  the  company,  the  fund  receives  fifty  per 
cent,  of  the  company's  contributions.  The  remainder 
of  the  money  reverts  to  the  company  coffers.  If  he 
has  been  a  member  for  more  than  two  years,  the  fund 
retains  amounts  ranging  from  sixty  per  cent,  to  one 
hundred,  according  to  the  number  of  years  of  mem- 
bership. Let  me  give  you  a  concrete  example.  John 
Smith  has  been  a  member  of  the  staff  savings  fund 
for  a  little  more  than  two  years,  during  which  time 
he  has  saved  four  hundred  dollars.  To  that  four  hun- 
dred dollars,  the  company  has  added  from  time  to 
time,  as  he  made  his  payments,  fifty  per  cent,  contri- 
butions amounting  to  two  hundred  dollars.  When 
John  Smith  ceases  to  be  a  member  of  the  fund,  he 
withdraws  his  four  hundred  dollars  plus  the  com- 
pound interest  thereon  at  three  per  cent.  The  two 
hundred  dollars  contributed  by  the  company  is  divided 
between  the  fund  and  the  company,  the  former  getting 
sixty  per  cent,  or  one  hundred  and  twenty  dollars, 
and  the  latter  eighty  dollars.  The  one  hundred  and 
twenty  dollars  thus  acquired  by  the  fund  is  divided 
among  the  remaining  members  of  the  savings  organ- 
ization in  the  form  of  additional  interest  on  their 
deposits. 

"You  can  readily  understand  what  an  incentive  to 
thrift  and  permanency  of  employment  this  form  of 


Profit-Sharing  331 

profit-sharing  must  be.  The  S.  W.  Straus  &  Com- 
pany recently  inaugurated  a  similar  profit-sharing 
plan  for  its  employees.  This,  in  addition  to  the  gener- 
ous cash  bonus  plan  under  which  yearly  bonuses  are 
given,  ranging  from  two  to  ten  per  cent,  of  the  annual 
salary,  according  to  length  of  service. 

"Under  the  savings  system  of  this  organization,  the 
company  contributes  a  minimum  of  one  hundred  per 
cent,  to  every  deposit  made  by  the  employee.  This 
minimum  is  increased  as  the  profits  of  the  company 
increase. 

"The  plan  of  Sears,  Roebuck  &  Company  differs 
from  these  two  in  that  the  contributions  of  the  com- 
pany are  in  no  way  fixed  by  a  definite  sum  but  by  a 
percentage  of  the  company's  profits.  The  company 
pledges  itself  to  contribute  to  the  fund  each  year  a 
sum  equal  to  five  per  cent,  of  its  net  earnings  without 
deduction  of  dividends  to  stockholders.  Participa- 
tion in  this  fund  is  open  to  every  employee  after  he 
has  finished  three  years  of  service.  In  order  to  reap 
the  full  advantage  of  the  plan,  he  must  continue  a 
member  of  the  savings  fund  for  a  period  of  at  least 
ten  years.  This  line  is  waived  in  the  case  of  women 
employees  who  marry.  They  may  withdraw  their  sav- 
ings and  the  accrued  profits  thereon  after  a  member- 
ship of  five  years. 

"No  employee  may  contribute  more  than  five  per 
cent,  of  his  salary  and  in  no  case  more  than  one  hun- 
dred and  fifty  dollars  a  year.  This  limit  was  deemed 


332  Humanizing  Industry 

advisable  so  that  the  higher  salaried  employees  might 
not  too  greatly  participate  in  the  fund. 

"The  entire  fund  including  the  employee's  savings 
and  the  company's  contributions  are  invested  in  the 
company's  stock  with  the  end  in  view  of  making,  the 
employees  powerful  shareholders  in  the  organization. 
When  an  employee  who  withdraws  his  savings  is  en- 
titled to  the  full  credits  of  membership,  he  either  gets 
his  share  in  the  holdings  in  cash  or  in  stock. 

"The  figures  presented  by  this  company  tend  to 
prove  that  their  contributions  to  the  fund  are  at  least 
three  times  the  amount  invested  by  the  employee. 

"During  the  year  1916,  the  company  contributed 
$3.09  for  every  dollar  saved  by  an  employee;  in  1917, 
$3.02;  and  in  1918,  $3.26.  Assuming  that  the  profits 
continue  as  they  have,  during  the  last  few  years,  it 
has  been  estimated  that  a  man,  for  instance,  making 
on  an  average  of  twenty-five  dollars  a  week  and  be- 
longing to  the  savings  fund  for  ten  years,  let  us  say, 
during  which  time  he  has  deposited  $617.50,  will  at 
the  entl  of  the  period  be  entitled  to  accumulated  sav- 
ings of  $4,414.25.  The  end  of  twenty  years'  savings 
with  aggregated  deposits  of  $1,267.50  on  the  part  of 
the  employee  will  entitle  him  to  a  sum  of  $19,044.26. 

"During  the  first  period  of  two  and  a  half  years  in 
which  the  plan  was  in  force,  the  employees'  deposits 
amounted  to  $656,229,  while  the  company's  contribu- 
tion of  five  per  cent,  of  its  profits  equaled  $2,355,824." 


Profit-Sharing  333 

Struthers  paused  and  looked  at  Hardwick  quizzical- 
ly. Hardwick  returned  his  gaze. 

"Think  of  it,  Hardwick,  will  you?  More  than  two 
million  dollars  contributed  out  of  the  earnings  of  the 
company  and  it  has  been  found  to  pay.  It  has  been 
found  to  pay  wherever  it  has  been  adopted. 

"The  Clipper  Belt  Lacer  Company  some  time  ago 
tabulated  the  advantages* growing  out  of  the  profit- 
sharing  plan  inaugurated  by  them.  First  of  all,  their 
yearly  output  was  nearly  doubled  with  the  addition 
of  only  a  few  more  employees ;  second,  the  cost  of  their 
article  of  production  was  reduced  nine  cents  in  spite 
of  an  increased  wage  of  twenty  cents ;  third,  the  aver- 
age gain  to  the  operative  was  nineteen  per  cent,  on  his 
wages  and  the  average  gain  to  the  company  was  nine 
per  c*nt.  Surely  you  want  no  more  telling  facts  than 
these.  The  situation  in  all  other  plants  which  have 
adopted  some  form  of  profit-sharing  is  similar.  It  has 
been  found  to  pay.  In  spite  of  every  indication  to 
the  contrary.  In  spite  of  the  paradox  it  entails.  Profit- 
sharing  in  these  plants  has  not  meant  division  of  sta- 
tionary profits  but  sharing  in  the  increase  of  growing 
profits  due  to  greater  cooperation  among  the  men  and 
the  management  and  deeper  interest  in  the  output  of 
the  plant." 

Again  Struthers  paused  to  light  his  pipe. 

"There  is  just  one  more  form  of  profit-sharing  that 
it  may  be  well  to  mention.  That  is  the  plan  employed 


334  Humanizing  Industry 

by  Henry  Ford.  With  him  it  is  a  matter  of  classifica- 
tion of  the  abilities  of  the  workman  and  paying  the 
man  an  increased  wage  just  as  soon  as  he  shows  he  is 
fit  for  promotion  from  one  class  to  another.  The 
essence  of  profit-sharing  is  retained  inasmuch  as  in- 
creased production  on  the  part  of  the  employee  is  im- 
mediately rewarded  by  increased  pay.  For  instance, 
mechanics  are  divided  into  three  classes:  Class  one, 
good;  class  two,  fair,  and  class  three,  medium.  Just 
as  soon  as  a  man  with  the  rating  of  number  three 
shows  that  he  is  ready  to  go  into  the  number  two 
class,  he  is  promoted  and  his  wages  increased.  In  no 
case  is  the  wage  less  than  eight  dollars  a  day  for  an 
adult  worker. 

"Personally,  however,  I  believe  that  the  other  profit- 
sharing  plans  where  the  employee,  besides  getting  a 
fair  wage,  gets  into  closer  touch  with  the  work  of  the 
company  by  being  interested  in  the  annual  output 
and  profits,  is  the  more  valuable.  Only  remember  this 
always — in  order  to  have  the  plan  hold  water — start 
with  good  working  conditions  and  good  wages.  Make 
it  in  truth  a  profit-sharing  plan  and  not  a  wage- 
skinning  plan.  Don't  be  a  sanctimonious  sinner  by 
cutting  a  slice  from  off  the  wages  due  to  the  men  and 
then  presenting  it  to  them  at  the  close  of  the  year 
in  the  form  of  sharing  in  the  company's  profits.  It 
won't  work.  It  has  been  tried  and  has  failed  miserably 
in  every  attempt.  In  order  to  have  this  thing  be  of 
any  value,  you've  got  to  be  honest  in  your  intent." 


CHAPTER  TEN 

INDUSTRIAL  REPRESENTATION 

As  Struthers  passed  into  Hardwick's  office,  he  met 
Hurley  going  out.  The  two  men  nodded  to  each  other 
in  friendly  greeting.  Just  as  he  was  about  to  walk 
into  the  inner  room,  Struthers  paused  and  called  out 
to  Hurley. 

"Oh,  Hurley." 

The  man  turned. 

"Tell  the  missus,"  Struthers  said,  "that  I  won't  be 
home  to  dinner  to-night.  I  am  going  over  to  Mr. 
Hardwick's  place." 

"All  right,  sir,"  Hurley  replied,  then  added  as  an 
afterthought:  "I  knew  you  weren't  coming  home  to- 
night. Mr.  Hardwick  told  me.  So  long.  See  you  to- 
morrow." 

The  man  was  gone.  Struthers  walked  into  the 
office  and  found  Hardwick  ready  for  him.  The  two 
men  got  into  the  car  that  was  waiting  for  them  and 
were  off.  Hardwick  was  silent  on  the  way  home. 
Struthers  did  nothing  to  interrupt  the  man's  train  of 
thoughts.  Just  once  Hardwick  half  ejaculated  and 
half  ruminated  aloud,  "I  think  Hurley  is  right  about 
that." 

335 


336  Humanizing  Industry 

Thinking  that  the  statement  had  been  addressed  to 
him,  Struthers  turned  quickly  to  the  man  besid-0  him 
with  the  question  : 

"Hurley's  right  about  what?" 

Hardwick  grew  confused. 

"Nothing,"  he  replied  with  a  smile.  "Guess  I  was 
just  thinking  aloud."  For  a  moment  he  seemed  to 
be  considering  the  wisdom  of  saying  anything  further, 
then  he  broke  in  with  the  words :  "I'm  working  on  a 
pension  plan.  Got  Hurley  to  come  in  and  have  a 
look-in  on  it.  He  knows  the  men  and  conditions  of 
the  place  better  than  I  do.  Thought  I'd  work  it  out 
with  him  before  I  showed  it  to  you.  I'll  have  a  rough 
draft  of  it  in  a  couple  of  days.  I'll  show  it  to  you 
then." 

Once  more  he  subsided  into  silence.  Struthers 
made  no  answer  as  the  car  moved  noiselessly  on. 

The  conversation  at  the  dinner  table  played  about 
subjects  apart  from  the  plant.  Both  men  were  keep- 
ing their  minds  open  for  the  talk  they  knew  would 
come  later  in  the  evening.  At  last  they  were  seated 
together  in  their  wonted  positions  before  the  fire. 
They  smoked  for  a  while  in  silence.  The  sudden 
crackle  of  a  log  seemed  to  wake  them.  Struthers 
broke  the  silence. 

"You  find  Hurley  helpful,  do  you,  in  working  out 
some  of  these  plans  of  yours?"  he  asked. 

Hardwick  bit  on  his  cigar  before  he  answered. 

"Uh,  huh,"  he  finally  grunted  in  reply.    "Sometimes 


Industrial  Representation          337 

helpful  and  sometimes  as  stubborn  as  a  mule.  But 
we  usually  manage  to  work  something  between  us." 
He  puffed  on  his  cigar  for  a  moment  longer,  then 
continued.  "But  don't  let's  waste  any  time  on  that 
now.  The  pension  scheme  will  be  worked  out  all  right. 
You  had  something  new  to  talk  about  to-night,  didn't 
you?" 

Struthers  grinned  in  response. 

"I  did/'  he  said.  "I  was  getting  around  to  it,  via 
Hurley.  Hardwick,"  he  said,  growing  serious,  "what 
do  you  think  of  shop  committees  and  industrial  coun- 
cils and  representation  plans?  You  have  heard  about 
them,  haven't  you?  How  do  they  strike  you?" 

"They  don't  strike  me  at  all,"  was  the  laconic  reply. 
"I  confess  I  don't  know  much  about  them,  but  the 
underlying  idea,  that  of  giving  the  worker  a  voice  in 
the  management  of  the  organization,  doesn't  appeal 
to  me."  Hardwick's  voice  grew  more  serious.  "What 
the  merry  blazes  does  he  know  about  the  manage- 
ment of  a  plant?  And  why  the  merry  blazes  should 
he  have  a  voice  in  the  management  in  something  about 
which  he  knows  nothing?  Answer  me  that,  will  you?" 

"I  will,"  Struthers  replied.  "He  probably  knows 
very  little  about  the  management  of  a  plant  from  the 
standpoint  of  management  as  you  conceive  it.  I 
mean  costs  and  sales,  and  productions  and  turnovers 
and  things  of  that  sort.  But,  Hardwick,  the  word 
management  of  a  plant  includes  a  great  many  other 
things.  A  knowledge  of  costs  and  sales  alone  does 


338  Humanizing  Industry 

not  make  a  plant.  There  are  other  things  to  be  con- 
sidered; things  with  which  the  worker  is  as  closely 
concerned  as  you;  things  like  wages  and  hours  and 
sanitation  and  health  measures  and  pension  plans  and 
disability  annuities  and  housing.  I  could  go  on  for 
several  minutes  longer  if  I  wanted  to  enumerate  them 
all.  It  is  these  things  in  which  the  worker  is  vitally 
interested.  And  it  is  in  the  management  of  these  that 
he  wants  a  voice.  Things  that  are  of  mutual  interest 
to  you  and  to  him.  Things  that  will  make  for  the 
better  understanding  and  greater  cooperation  between 
you  and  him." 

Hardwick  snorted. 

"Just  a  minute,  Struthers,"  he  said.  "All  along 
you  have  been  talking  about  the  improvements  which 
were  necessary  in  a  plant  in  order  that  the  worker 
may  feel  that  he  is  treated  as  a  human  being  and  not 
as  a  cog  in  a  machine.  Very  good.  I  grant  you  the 
necessity  of  that.  Now  suppose  an  owner  of  a  plant, 
anxious  to  do  the  best  by  his  employees  and  equally 
anxious  for  success,  inaugurates  all  these  plans  about 
which  you  have  from  time  to  time  spoken.  Suppose 
he  makes  the  working  environments  as  ideal  as  is 
possible,  suppose  he  gives  his  superannuated  em- 
ployees pensions  and  sick  benefits,  suppose  he  builds 
homes  for  them  and  helps  educate  them,  suppose  he 
does  everything  within  his  power  and  his  knowledge 
to  make  their  lives  happy,  will  you  tell  me  what  the 
Sam  Hill  the  worker  wants  with  a  representation 


Industrial  Representation          339 

council?  To  discuss  things  of  mutual  benefit  you  say. 
But  the  things  of  mutual  benefit  have  been  discussed 
in  the  mind  of  the  employer  and  answered  in  favor 
of  the  employee.  Why  discuss  pensions  when  pensions 
are  given?  Why  discuss  housing  when  homes  have 
been  built?  Why  discuss  wages  when  they  are  on  a 
par  with  the  highest  in  this  special  line  of  work?  Why 
discuss  health  measures  when  all  efforts  have  been 
directed  to  making  the  community  a  healthy  one?  I 
am  not  speaking  of  myself,  you  understand.  I  am 
merely  taking  a  hypothetical  case.  You  take  the  point 
of  view  that  all  these  progressive  measures  about 
which  you  have  spoken  tend  toward  greater  under- 
standing between  the  two  factors  in  industry.  Well 
then,  if  all  these  measures  have  been  adopted,  what 
need  have  you  for  this  last  one  you  are  mentioning? 
What  need  have  you  of  giving  the  employee  a  voice  in 
something  that  has  been  settled?'' 

Struthers  lit  his  pipe  before  he  answered.  When 
he  did  there  was  an  odd  twinkle  in  his  eye. 

"Why  did  you  call  Hurley  in  to  talk  about  the 
pension  plan,  Hardwick?  Answer  me  that.  Never 
mind,  you  needn't.  I'll  answer  it  for  you.  Because 
you  wanted  to  get  his  point  of  view,  or  rather  you 
wanted  to  get  the  point  of  view  of  the  men  he  rep- 
resents. You  could  have  mapped  out  a  plan  yourself, 
or  jou  could  have  called  me  in  to  help  you.  But  you 
didn't.  You  turned  to  one  of  the  men  in  the  shops 
because  you  felt  that  there  you  could  fathom  the  real 


34°  Humanizing  Industry 

meaning  of  what  a  pension  plan  ought  to  be.  You 
felt  that  Hurley  could  gauge  the  conditions  and  ef- 
fects of  such  a  plan  better  than  you  could.  Didn't 
you?  Well,  we'll  let  that  question  go.  You  needn't 
answer  it.  I  am  taking  an  unfair  advantage  by  com- 
ing down  to  personalities  and  personal  instances.  Yet, 
it  was  necessary  to  show  you  concretely  the  real  value 
of  such  plans  as  applied  to  your  own  work. 

"Now  to  come  to  the  real  issue.  You  ask  what  is 
the  use  of  creating  industrial  councils  or  shop  com- 
mittees when  you  have  done  everything  possible  for 
the  well-being  of  your  workers.  The  use  lies  here, 
Hardwick.  The  movement  all  along  the  line  is  to  get 
away  from  the  idea  that  the  worker  is  a  cog  in  a 
machine,  to  remember  that  he  is  a  human  being.  You 
recognize  the  truth  of  this  idea  when  you  begin  plan- 
ning things  for  his  health  and  happiness.  You  recog- 
nize it  to  a  greater  degree  when  you  begin  taking  him 
into  partial  partnership  by  giving  him  some  share  in 
the  profits  of  the  company.  What  you  are  uncon- 
sciously driving  at  all  along  is  to  make  him  interested 
in  the  plant ;  to  make  him  a  vital  factor  in  its  success. 
All  these  things  that  I  have  mentioned,  all  these  re- 
forms that  I  have  suggested,  will  do  it  up  to  a  certain 
point,  but  in  order  to  get  the  full  measure  of  his  latent 
powers  and,  in  some  cases,  his  awakened  powers,  you 
must  go  the  whole  way.  You  must  take  him  into 
your  confidence  when  matters  pertaining  to  his  wel- 
fare come  up.  You  must  give  him  a  chance  to  express 


Industrial  Representation          341 

himself  on  subjects  that  are  close  to  his  interest. 

"Inaugurating  reforms  of  the  kind  that  I  have  men- 
tioned are  vitally  essential.  They  pave  the  way  for 
the  closer  harmony  between  the  men  and  the  manage- 
ment. The  men  feel  that  there  is  honest  effort  being 
directed  toward  giving  them  a  square  deal,  if  you 
want  to  call  it  such.  But,  you  let  the  thing  continue 
in  this  manner,  letting  all  reforms  come  from  the  top 
down  and  you  stifle  the  very  breath  of  the  impulse  that 
started  the  movement.  You  stifle  progress. 

"All  paternalistic  movements  are  deadening  in  their 
effects.  They  are  inspired  by  good  motives  and  their 
immediate  results  may  tend  to  create  a  state  of  con- 
tentment but  the  indirect  results,  when  truthfully 
gauged,  counterbalance  the  good  that  they  do.  Suc- 
cess in  an  industry  or  in  a  plant  means  initiative  and 
individuality  in  a  plant.  You  have  one  thousand 
workers  in  your  organization.  Surely  you  will  grant 
that  among  those  there  is  a  small  percentage  of  brains 
and  power.  Take  the  case  of  Larry  and  Hurley.  They 
are  only  two  but  they  are  the  only  two  in  whom  you 
have  at  all  taken  an  interest.  Create  the  medium, 
however,  where  all  the  brains  and  all  the  power  of 
the  plant  may  make  itself  felt  in  a  central  council  and 
you  create  something  that  will  be  directed  to  growth 
and  progress.  Fail  to  create  that  medium  and  that 
power  will  die  or,  in  those  instances  where  it  is  so 
forceful  that  it  will  not  be  stifled,  it  will  either  seek 
new  channels  for  its  healthy  expression  or  viciously 


34-2  Humanizing  Industry 

express  itself  by  festering  in  the  old  environment  and 
creating  sickness  and  disease  in  your  organization. 

"It  is  not  so  much,"  Struthers  continued,  "that  the 
demands  of  the  workers  have  grown,  but  that  the  size 
of  organizations  has  grown.  Sixty  years  ago  there 
was  no  need  for  an  industrial  council.  Why?  Be- 
cause we  had  nothing  like  the  mighty  giants  of  plants 
that  we  have  to-day.  A  man  worked  with  a  number 
of  workers  and  apprentices  whom  he  knew  by  their 
first  names.  They  were  always  in  warm  contact  with 
him.  He  was  not  removed  from  them  by  so  many  fore- 
men and  superintendents  and  managers.  He  himself 
supervised  the  work  they  did.  He  was  one  of  them. 
The  men  felt  they  could  appeal  directly  to  him.  An- 
other thing,  and  this  is  purely  psychological.  Yet  it 
has  its  bearings  on  the  subject.  The  work  was  not  as 
finely  divided  into  monotonous  operations  as  it  is  to- 
day. A  man  started  work  on  the  article  of  produc- 
tion and  he  finished  the  work  on  that  article.  He  built 
a  complete  thing.  He  had  pride  of  workmanship  in 
it.  He  gained  the  same  sort  of  satisfaction  from  it 
that  an  artist  gains  in  working  on  a  painting.  It  was 
his — his  own.  All  his  thoughts  and  efforts  were  di- 
rected toward  its  perfection. 

"What  have  we  to-day,  however?  A  man  starts 
drilling  holes  in  the  morning  and  he  keeps  on  drilling 
holes  until  he  knocks  off  work  at  night.  And  he  keeps 
on  drilling  holes  the  next  morning  and  the  morning 
after  that  for  weeks,  for  months,  for  years,  until  the 


Industrial  Representation          343 

day  of  his  death.  And  the  longer  he  drills  the  more 
mechanical  the  motion  becomes,  and  the  more  me- 
chanical it  becomes  the  more  monotonous  it  grows. 
In  order  to  keep  awake  while  working,  his  mind  begins 
to  function.  Sometimes  it  functions  reasonably  and 
sensibly ;  sometimes  it  doesn't.  Sometimes,  one  of  his 
fellow  workers,  a  man  who  has  done  a  bit  of  hit-and- 
miss  reading,  makes  it  function  for  him.  And  it  be- 
gins to  wander  and  he  begins  to  wonder  and  draw 
conclusions  which  may  be  wrong  and  inaccurate.  He 
figures  out  the  number  of  holes  he  drills,  the  wages  he 
earns  for  drilling  them  and  then  makes  a  wide  leap 
to  the  price  his  employer  gets  for  the  finished  article. 
You  see  where  that  leads,  don't  you?  You  see  the 
wide  divergence  between  costs  and  profits  that  pre- 
sents itself  to  his  mind  as  a  result  of  that  isolated 
thinking. 

"And  the  only  conclusion  he  reaches,  if  there  is  the 
least  bit  of  revolutionary  spirit  within  him,  is  that 
the  profits  of  his  employer  should  be  cut.  That  is  the 
only  way  in  which  the  arrangement  can  be  made 
honest,  according  to  him.  What  does  he  do  then? 
He  demands  shorter  hours  and  larger  wages.  He 
refuses  to  see  the  lack  of  logic  in  such  a  demand.  All 
along,  you  see,  he  has  been  left  in  the  dark  as  to  the 
real  factors  that  enter  into  the  production  and  sale 
of  the  material  and  it  is  little  wonder  that  his  solu- 
tion is  that  of  a  man  who  has  gathered  his  facts  in 
the  dark.  A  blind  man  might  with  equal  reason  in- 


344  Humanizing  Industry 

sist  that  the  only  difference  between  day  and  night  is 
that  we  are  awake  in  the  daytime  and  asleep  at  night. 
As  far  as  he  is  concerned  that  conclusion  is  true.  The 
light  of  the  sun  means  nothing  to  him.  In  the  same 
manner,  production  costs,  shipping  costs,  overhead 
costs  mean  nothing  to  the  worker  when  he  lays  down 
his  demands.  They  have  been  kept  from  him  and,  as 
far  as  he  is  concerned,  they  do  not  exist. 

"Take  the  individual  instance  of  wages.  During 
the  war  they  soared  way  above  the  normal.  The  nearer 
we  come  to  settled  pre-war  peace  basis,  the  more  neces- 
sary it  may  become  to  cut  those  wages,  in  order  that 
the  industry  of  the  country  may  live.  You,  as  an  em- 
ployer, make  an  arbitrary  cut  in  these  wages  and  im- 
mediately you  arouse  the  antagonism  of  the  men  in 
your  plants.  They  reason  that  if  it  was  profitable  for 
you  to  pay  them  increased  prices  during  the  war  times, 
it  is  just  as  profitable  for  you  to  pay  them  increased 
prices  to-day.  The  economic  factors  that  enter  into 
the  computation  mean  nothing  to  them.  To  them  the 
whole  thing  appears  in  the  light  of  cruel  exploitation 
due  to  increased  supply  of  labor.  I  will  admit  that  in 
a  few  instances  they  may  be  correct  but  they  reason 
in  that  manner  for  all  instances. 

"What  are  you  going  to  do  in  a* situation  like  this? 
Merely  this.  Allow  your  men  to  have  a  voice  in  the 
councils  of  your  management.  Allow  them  to  make 
themselves  familiar  with  the  things  that  enter  into 
the  production  of  the  plant;  allow  them  to  present 


Industrial  Representation          345 

their  own  demands  and  their  own  needs.  By  very 
virtue  of  the  fact  that  they  know  the  things  against 
which  you  have  to  contend,  those  demands  will,  of 
necessity,  be  reasonable.  They  will,  of  necessity,  come 
within  the  limits  of  your  powers.  And  if  they  do  not, 
mark  me,  even  if  they  do  not,  you  have  the  opportunity 
of  explaining  to  them,  as  one  man  to  another,  why 
you  cannot  meet  them;  why  it  is  impossible  for 
you  to  meet  them ;  why  the  welfare  of  the  plant  which 
means  their  welfare,  as  well  as  yours,  depends  on  a 
continuation  of  the  conditions  obtaining  at  the  time. 
Of  course,  you  may  object  to  making  explanation 
where  in  the  past  you  issued  mandates,  but,  Hardwick, 
the  time  for  issuing  arbitrary  judgments  is  passed. 
Adverse  arbitrary  judgment  only  serves  to  bring  out 
the  ire  in  those  against  whom  they  are  made  and 
there  is  nothing  as  destructively  vicious  as  the  feeling 
of  hatred  and  injustice  on  the  part  of  those  who  are 
in  no  position  to  make  an  immediate  counter-attack. 
The  resentment  of  those  who  are  forcibly  humbled 
can  grow  into  a  most  venomous  factor  of  destruction. 
"The  industrial  councils,  on  the  other  hand,  are  the 
greatest  factors  for  the  healthy,  constructive  growth 
of  an  organization.  Through  the  representatives 
chosen  by  the  men,  you  get  an  expression  of  the  best 
brains  and  power  in  the  organization.  The  men 
naturally  choose  as  their  representatives,  those  who 
can  best  express  and  interpret  their  demands.  In 
not  a  few  instances,  those  are  the  very  men  who 


346  Humanizing  Industry 

under  less  favorable  conditions  would  use  their  in- 
terpretive powers  destructively. 

"What's  more,  you  create  a  clearing  house  for 
initiative  and  inventiveness.  Assured  of  a  dignified 
hearing  and  knowing  the  conditions  that  enter  into 
the  production  of  the  articles  they  manufacture,  the 
men  will,  in  an  endeavor  to  improve  operations  and 
eliminate  unnecessary  movements,  direct  their  efforts 
to  the  best  advantages  of  the  plant.  Knowing  that 
wages  and  hours  depend  upon  production,  they  will 
be  impelled  to  increase  production.  Knowing  that 
profits,  which  includes  their  share,  depend  upon  the 
type  of  production,  they  will  improve  the  product. 
There  is  everything  to  gain  in  an  arrangement  of  this 
sort  and  nothing  to  lose,  provided,  of  course,  that  you 
are  playing  the  game  squarely  and  are  not  demanding 
as  your  share  of  the  profits  more  than  you  should 
reasonably  expect. 

"This  movement  is  perhaps  the  newest  and  the 
youngest  of  industrial  reforms.  It  has  been  adopted 
by  a  comparatively  small  number  of  organizations. 
Nevertheless,  it  is  the  only  solution  to  the  labor  prob- 
lem. Not  until  both  elements  in  the  game  are  cogni- 
zant of  and  appreciative  of  each  other's  rights  and  de- 
mands will  we  get  anything  like  the  vast  richness  of 
industry  of  which  we  are  capable. 

"Different  organizations,"  continued  Struthers, 
"have  adopted  different  forms  of  representation.  This 
representation  may  consist  in  the  calling  of  shop 


Industrial  Representation         347 

conferences  such  as  have  been  adopted  by  the  Sewell- 
Clapp  Company  of  Chicago,  which  employs  only  about 
300  men,  for  instance,  or  it  may  take  the  form  of  a 
well-organized,  detailed  plan  of  representation  such 
as  has  been  adopted  by  the  International  Harvester 
Company,  whose  employees  are  numbered  in  the  thou- 
sands, but  the  underlying  principle  to  both  is  the  same 
— that  of  giving  the  employee  a  voice  and  vote  in  the 
running  of  the  plant. 

"The  plan  of  the  International  Harvester  Company 
voted  upon  by  30,000  employees  early  in  March  of 
last  year  is  one  of  the  most  comprehensive  thus  far 
formulated.  It  starts  out  with  an  explanation  for 
its  being,  addressed  to  the  employees.  This  is  what 
it  says."  Struthers  took  out  a  sheaf  of  papers,  chose 
one  of  them,  and  read : 

"  'The  Directors  and  officers  of  the  company  have 
for  some  time  been  working  out  a  plan  to  establish 
closer  relations  between  the  employees  and  the  man- 
agement. To  this  end  they  now  offer  the  following 
Harvester  Industrial  Council  Plan  for  the  considera- 
tion of  the  employees,  hoping  that  it  may  meet  with 
their  approval. 

"  'The  plan  provides  for  a  "Works  Council"  in 
which  representatives  elected  by  the  employees  shall 
have  equal  voice  and  vote  with  the  management  in  the 
consideration  of  matters  of  mutual  interest. 

"  'It  guarantees  to  every  employee  the  right  to  pre- 
sent any  suggestion,  request,  or  complaint  and  to 


348  Humanizing  Industry 

have  it  promptly  considered  and  fairly  decided.  Pro- 
vision is  also  made  for  impartial  arbitration/ 

"The  plan  was  voted  upon  in  March,  1919,  and 
adopted.  Its  constitution  or  draft  is  composed  of 
twenty  articles.  The  first  article  sets  forth  the  doc- 
trine of  equal  representation  in  the  consideration 
of  all  questions  of  policy  relating  to  working  condi- 
tions, health,  safety,  hours  of  labor,  wages,  recreation, 
education,  and  other  similar  matters  of  mutual  in- 
terest. The  second,  third,  fourth  and  fifth  articles 
deal  with  the  plan  of  organization  of  the  Works  Coun- 
cil. I'll  read  you  that  if  you're  interested." 

Hardwick  nodded. 

Struthers  read :  "  'As  the  principal  means  of  carry- 
ing this  plan  into  effect,  there  shall  be  organized  at 
each  works  adopting  this  plan  a  Works  Council,  com- 
posed of  representatives  of  the  employees  and  rep- 
resentatives of  the  management.  The  employee  rep- 
resentatives shall  be  elected  by  the  employees.  The 
management  representatives  shall  be  appointed  by 
the  management,  and  shall  not  exceed  the  employee 
representatives  in  number.  Both  shall  at  all  times 
have  an  equal  voice  and  voting  power  in  considering 
matters  coming  before  the  council. 

"  'Through  these  councils  any  employee  or  group 
of  employees  of  the  management  may  at  any  time  pre- 
sent suggestions,  requests,  and  complaints  with  the 
certainty  of  a  full  and  fair  hearing.  Matters  which 
cannot  thus  be  disposed  of  may,  by  mutual  consent, 


Industrial  Representation         349 

be  submitted  to  impartial  arbitration,  as  hereinafter 
provided. 

"  'To  aid  in  carrying  out  this  plan,  the  company 
has  established  a  department  of  industrial  relations, 
which  is  charged  with  the  duty  of  giving  special  at- 
tention to  all  matters  pertaining  to  labor  policies 
and  the  well-being  of  the  employees. 

"  'The  basis  of  representation  shall  generally  be 
one  employee  representative  for  each  200  or  300  em- 
ployees, but  in  no  case  shall  there  be  less  than  five 
employee  representatives  in  the  Works  Council. 

"  'To  be  eligible  for  nomination  as  employee  rep- 
resentative from  any  voting  division,  the  employee 
must  be  employed  therein.  Foremen,  assistant  fore- 
men, and  other  employees  having  the  power  of  em- 
ployment or  discharge  shall  not  be  eligible  for  nomi- 
nation. Only  employees  who  are  citizens  of  the 
United  States,  twenty-one  years  old  or  over,  and  who 
have  been  continuously  in  the  works'  service  for  one 
year  immediately  prior  to  nomination,  as  shown  on 
the  records  of  the  employment  department,  shall  be 
eligible  for  nomination  as  employee  representatives.' 

"The  next  section  of  the  draft,"  Struthers  went  on, 
"deals  with  the  methods  of  nomination  and  election 
of  the  works'  representatives.  The  men  first  hold  a 
nomination  meeting  and  then  vote  by  secret  ballot  o» 
the  two  names  receiving  the  highest  number  of  votes. 
The  man  receiving  the  greater  number  of  votes  is 
elected  representative. 


35°  Humanizing  Industry 

"Upon  the  election  of  the  employee  representatives, 
the  management  announces  the  appointment  of  the 
management  representatives,  whose  number  is  in  no 
case  to  exceed  the  number  of  elected  employee  rep- 
resentatives. 

"'The  Manager  of  the  Department  of  Industrial 
Relations  or  some  one  designated  by  him,  shall  act  as 
Chairman  of  the  Works  Council/"  Struthers  con- 
tinued, reading.  "  'A  secretary  shall  be  appointed  by 
the  Superintendent  of  the  Works.  Neither  the  Chair- 
man nor  Secretary  shall  have  a  vote. 

"<A  majority  of  the  employee  representatives,  to- 
gether with  a  majority  of  the  management  representa- 
tives, shall  constitute  a  quorum,  and  no  business  shall 
be  transacted  at  any  meeting  where  less  than  a  quorum 
is  present. 

"  "The  Works  Council  may  appoint  such  sub-com- 
mittees as  it  deems  desirable  for  efficient  conduct  of 
its  business.  On  all  such  sub-committees  both  the  em- 
ployees and  the  management  shall  be  represented,  and 
each  group  of  representatives  shall  have  equal  voting 
power. 

"  'The  Works  Council  shall  hold  regular  monthly 
meetings  at  times  fixed  by  the  Council.  The  Works 
Council  may  prepare  and  distribute  to  the  employees 
reports  of  its  proceedings,  and  the  expense  thereof 
phall  be  borne  by  the  company.' 

"The  duties  and  powers  of  the  Works  Council," 
Continued  Struthers,  "are  outlined  in  the  following: 


Industrial  Representation         351 

"  'The  Works  Council  may  consider  and  make 
recommendations  on  all  questions  relating  to  working 
conditions,  protection  of  health,  safety,  wages,  hours 
of  labor,  recreation,  education,  and  other  similar  mat- 
ters of  mutual  interest  to  the  employees  and  the  man- 
agement. It  shall  afford  full  opportunity  for  the 
presentation  and  discussion  of  these  matters. 

"  The  Works  Council  may  on  its  own  motion  in- 
vestigate matters  of  mutual  interest  and  make  recom- 
mendations thereon  to  the  Works  Management;  and 
the  management  also  may  refer  matters  to  the  Works 
Council  for  investigation  and  report. 

"  'The  Works  Council  may  confer  with  the  Superin- 
tendent or  other  person  designated  by  him  in  regard 
to  all  matters  of  mutual  interest,  and  shall  receive 
from  the  management  regular  reports  in  regard  to 
accident  prevention,  sanitation,  restaurants,  medical 
service,  employment,  educational  programs  and 
recreational  activities,  including  information  as  to  the 
cost,  efficiency  and  results  obtained. 

"  'The  Works  Council  shall  be  concerned  solely  with 
shaping  the  policies  of  ,the  company  relating  to  the 
matters  heretofore  mentioned.  When  the  policy  of 
the  company  as  to  any  of  these  matters  has  been 
settled,  its  execution  shall  remain  with  the  manage- 
ment, but  the  manner  of  that  execution  may,  at  any 
time,  be  a  subject  for  consideration  of  the  Works 
Pouncil. 

I*  'Any  employee  or  group  of  employees  thus  refer- 


352  Humanizing  Industry 

ring  a  matter  to  the  Works  Council  shall  have  an  op- 
portunity to  appear  before  it  and  present  the  case. 
Any  such  group  of  employees  shall  select  not  more 
than  three  spokesmen  from  their  own  number  to  ap- 
pear before  the  council. 

"  The  Works  Council  may  call  any  employee  before 
it  to  give  information  regarding  any  matter  under 
consideration.  The  Works  Council,  or  any  sub-com- 
mittees appointed  by  it  for  that  purpose,  may  go  in  a 
body  to  any  part  of  the  plant  to  make  investigations. 

"  'After  complete  investigation  and  full  discussion 
of  any  matter  under  consideration  by  the  Works  Coun- 
cil, the  Chairman  shall  call  for  a  vote,  which  shall  be 
secret,  unless  otherwise  ordered  by  the  council.  The 
employee  representatives  and  the  management  rep- 
resentatives shall  vote  separately.  The  vote  of  a  ma- 
jority of  the  employee  representatives  shall  be  taken 
as  the  vote  of  all,  and  recorded  as  their  unit  vote. 
Similarly,  the  vote  of  a  majority  of  the  management 
representatives  shall  be  taken  as  the  vote  of  all  and 
recorded  as  their  unit  vote. 

"  'Both  the  employee  representatives  and  the  man- 
agement representatives  shall  have  the  right  to  with- 
draw temporarily  from  any  meeting  of  the  Works 
Council  for  private  discussion  of  any  matter  under 
consideration. 

"  'When  the  Works  Council  reaches  an  agreement 
on  any  matter,  its  recommendation  shall  be  referred 
to  the  Superintendent  for  execution,  except  that  if  the 


Industrial  Representation         353 

Superintendent  considers  it  of  such  importance  as 
to  require  the  atention  of  the  general  officers,  he  shall 
immediately  refer  it  to  the  President  of  the  Interna- 
tional Harvester  Company,  who  may  either  approve 
the  recommendation  of  the  Works  Council  and  order 
its  immediate  execution  by  the  Superintendent  or  pro- 
ceed with  further  consideration  of  the  matter. 

"  'In  case  of  a  tie  vote  in  the  Works  Council,  it  shall 
be  in  order  to  reopen  the  discussion,  to  offer  a  substi- 
tute or  compromise  recommendation,  on  which  the 
votes  shall  be  taken  in  the  same  manner  as  above  pro- 
vided. 

"  'The  President,  or  his  specially  appointed  repre- 
sentative, may  confer  with  the  Works  Council  as  a 
whole,  or  any  sub-committee  thereof,  or  any  group  of 
employee  representatives,  at  such  time  and  place  and 
in  such  manner  as  in  his  opinion  will  best  serve  to 
bring  out  all  the  facts  of  the  case. 

"  'Within  ten  days  after  the  matter  has  been  re- 
ferred to  him,  the  President  shall  either  (a)  propose 
a  settlement  thereof;  or  (b)  refer  the  matter  directly 
to  a  General  Council. 

"  'If  the  settlement  proposed  by  the  President  is 
not  satisfactory  to  a  majority  of  the  employee  repre- 
sentatives, and  if  after  a  further  period  of  five  days 
no  agreement  has  been  reached,  then  the  President 
may,  if  he  deems  it  advisable,  refer  the  matter  to  a 
General  Council. 

"  'If  the  President  decides  not  to  refer  the  matter 


354  Humanizing  Industry 

to  a  General  Council,  or  if  the  vote  of  the  General 
Council  is  a  tie,  then  the  matter  may,  by  mutual  agree- 
ment of  the  President  and  a  majority  of  the  employee 
representatives,  be  submitted  to  arbitration. 

"  'The  General  Council  shall  be  formed  in  the  fol- 
lowing manner:  The  President  shall  issue  a  notice 
designating  the  several  works  which  he  deems  jointly 
interested.  Thereupon  the  employee  representatives 
in  the  Works  Council  at  each  of  the  works  designated 
shall  select  two  or  more  of  their  own  number  to  act 
as  members  of  the  General  Council.  There  shall  be 
one  such  member  of  the  General  Council  for  each 
1,000  employees  or  major  fraction  thereof,  except  that 
no  works  shall  have  less  than  two  representatives  in 
the  General  Council. 

"  'The  management  representatives  in  the  General 
Council  shall  be  appointed  by  the  President  and  shall 
not  exceed  the  number  of  employee  representatives. 

"  'The  President  or  some  person  designated  by  him 
shall  act  as  Chairman  of  the  General  Council,  with- 
out vote. 

"  'The  first  meeting  of  the  General  Council  shall  be 
held  within  ten  days  after  the  President's  notice  call- 
ing such  council. 

"  'The  General  Council  shall,  when  necessary,  take 
recesses  in  order  to  allow  employee  representatives 
therein  to  confer  with  other  members  of  their  Works 
Councils.  For  this  purpose  special  meetings  of  the 
Works  Councils  as  a  whole,  or  of  the  employee  rep- 


Industrial  Representation         355 

resentative  alone,  shall  (at  the  request  of  the  employee 
representative  serving  on  the  General  Council)  be 
convened  at  the  respective  works,  and  full  opportunity 
shall  be  given  for  conference  and  discussion  with  such 
representatives  regarding  their  attitude  and  action  on 
the  pending  matter. 

"  <If  the  General  Council  is  unable  to  reach  an 
agreement  as  to  any  matter,  it  may,  by  mutual  agree- 
ment of  a  majority  of  both  the  employee  representa- 
tives and  the  management  representatives,  be  sub- 
mitted to  arbitration. 

"  'Whenever  the  President  and  a  majority  of  the 
employee  representatives  in  the  General  Council,  or 
the  Works  Council,  as  the  case  may  be,  have  mutually 
agreed  to  submit  a  matter  to  arbitration,  they  shall 
proceed  to  select  an  impartial  and  disinterested  arbi- 
trator. If  they  cannot  agree  upon  an  arbitrator,  then 
the  employee  representatives  shall  choose  one  such 
arbitrator  and  the  President  shall  choose  another,  and 
if  these  two  agree,  their  decision  shall  be  final.  If  they 
do  not  agree,  then  they  shall  select  and  call  in  a  third 
arbitrator,  and  a  decision  of  a  majority  of  these  three 
shall  be  final. 

"  The  arbitrator  or  arbitrators  shall  be  furnished 
all  the  information  and  testimony  they  deem  neces- 
sary regarding  the  matter  in  arbitration.  All  de- 
cisions of  any  General  Council  or  of  any  arbitrator  or 
arbitrators  shall  be  binding  upon  all  the  works  orig- 
inally designated  by  the  President  as  being  jointly 


356  Humanizing  Industry 

interested.  Any  such  decision  may  be  made  retro- 
active. 

"  'Every  representative  serving  on  any  Works  or 
General  Council  shall  be  wholly  free  in  the  perform- 
ance of  his  duties  as  such,  and  shall  not  be  discrimi- 
nated against  on  account  of  any  action  taken  by  him 
in  good  faith  in  his  representative  capacity.  To  guar- 
antee to  each  representative  his  independence,  he  shall 
have  the  right  to  appeal  directly  to  the  President  for 
relief  from  any  alleged  discrimination  against  him, 
and  if  the  decision  of  the  President  is  not  satisfactory 
to  him,  then  to  have  the  question  settled  by  an  arbitra- 
tor selected  by  mutual  agreement. 

"  "There  shall  be  no  discrimination  under  this  plan 
against  any  employee  because  of  race,  sex,  political 
or  religious  affiliation  or  membership  in  any  labor  or 
other  organization. 

"  'Decisions  affecting  wages  made  by  any  Works 
Council  or  General  Council  or  by  arbitration  shall  be 
subject  to  revision  whenever  changed  conditions 
justify,  but  not  oftener  than  at  intervals  of  six 
months.' " 

Struthers  lifted  his  eyes  from  the  sheet. 

"What  do  you  say  to  that  as  an  outline  of  a  plan 
to  inaugurate  democracy  in  industry? 

"A  later  employee's  representation  plan  is  the  one 
adopted  by  the  E.  I.  du  Pont  de  Nemours  Company 
Dye  Works.  These  works  constitute  the  largest  group 
of  dye  factories  in  the  country.  They  adopted  what 


Industrial  Representation         357 

they  call  the  Employees'  Conference  Plan  in  July 
1919.  For  the  purpose  of  representation,  the  Works 
were  divided  into  eleven  departments.  These  are 
the  Service  Department,  the  Mechanical  Department, 
the  Power  Department,  the  Chemical  Department,  the 
Camphor  and  Oil  Department,  the  Indigo  Department, 
the  Intermediate  Department,  the  Color  Department, 
the  Finishing  Department,  the  Engineering  Depart- 
ment and  the  Jackson  Laboratory.  Each  department 
has  its  own  Department  Employees'  Conference  con- 
sisting of  at  least  two  men  elected  by  the  employees 
and  an  equal  number  of  men  appointed  by  the  man- 
agement. The  men's  representatives  are  elected  on 
the  basis  of  one  man  for  every  one  hundred  and  fifty 
employees.  Each  Department  Employees'  Confer- 
ence meets  once  a  month. 

"Besides  being  members  of  the  Department  Em- 
ployees' Conference,  the  representatives  of  both  the 
employees  and  the  Management  belong  to  the  bigger 
council  known  as  the  Works  Employees'  Conference. 
This  consists  of  forty-four  representatives,  twenty-two 
of  them  coming  from  the  departments  and  twenty-two 
of  them  appointed  by  the  management.  The  purpose 
of  the  Works  Employees'  Conference  as  you  can 
readily  understand  is  to  take  up  matters  of  impor- 
tance to  the  plants  as  a  whole.  They  proceed  in  this 
way. 

"Any  question  which  concerns  the  relationship  be- 
tween the  employees  and  the  Management  must  first 


358  Humanizing  Industry 

be  referred  to  the  line  foreman,  excepting  questions 
which  may  arise  in  which  the  interests  of  employees 
of  more  than  one  Department  are  involved.  These 
questions  may  be  submitted  through  the  Plant  Man- 
ager directly  to  the  Works  Employees'  Conference. 
Failing  to  receive  a  satisfactory  decision  from  the  line 
foreman,  the  question  referred  to  him  may  be  sub- 
mitted to  a  Department  Representative.  The  Repre- 
sentative has  the  question  put  in  writing  and  submits 
it  to  his  Department  Employees'  Conference.  The 
Department  Employees'  Conference  may  call  in  wit- 
nesses or  appoint  a  joint  committee  to  investigate  the 
question.  If  this  Conference  decides  unanimously,  the 
question  is  settled;  if  the  Conference  disagrees,  the 
question  is  referred  to  the  Superintendent  of  the  De- 
partment. If  the  Superintendent  supports  the  con- 
tention of  the  employee,  the  question  is  settled ;  if  he 
does  not  support  the  employee's  contention,  he  must 
put  his  reasons  in  writing  and  send  them  to  the  De- 
partment Employees'  Conference.  The  Department 
Employees'  Conference  then  reconsiders  the  question, 
in  the  light  of  the  Superintendent's  recommendation. 
If  the  Department  Employees'  Conference  is  still  un- 
able to  reach  a  unanimous  decision,  the  matter  is  re- 
ferred to  the  Works  Employees'  Conference. 

"The  Works  Employees'  Conference  may  also  call 
in  any  witnesses  it  requires,  or  may  appoint  a  special 
joint  committee  to  investigate.  The  Works  Employ- 
ees' Conference  can  settle  the  question  by  vote  of  two- 


Industrial  Representation          359 

thirds  of  the  Representatives  present  at  such  meeting 
for  or  against  any  proposition  involved  therein,  but 
if  it  is  unable  to  reach  a  decision,  the  question  shall 
be  referred  to  the  Manager  of  the  plant.  If  the  Man- 
ager supports  the  contention  of  the  employee,  the 
question  is  settled.  If  the  Manager  does  not  support 
the  employee's  contention,  he  must  put  his  reasons  in 
writing  and  send  them  to  the  Works  Employees'  Con- 
ference. The  Works  Employees'  Conference  then  re- 
considers the  case.  If  the  Works  Employees'  Confer- 
ence is  still  unable  to  reach  a  decision  by  a  two-thirds 
vote,  the  question  is  referred  with  all  the  evidence, 
reports,  and  minutes  of  all  meetings  on  the  subject, 
to  the  President  of  the  Company,  whose  decision  is 
final  in  all  cases.  The  President  will  report  his  de- 
cision and  the  reasons  therefor  to  the  Works  Em- 
ployees' Conference. 

"Whenever  any  question  arises  in  which  the  inter- 
ests of  employees  of  more  than  one  Department  are 
involved,  it  may  be  submitted,  through  the  Plant  Man- 
ager, directly  to  the  Works  Employees'  Conference, 
which  shall  consider  and  vote  upon  such  question  at 
any  regular  meeting  or  at  any  special  meeting  called 
for  the  purpose  of  consideraton  thereof.  The  vote  of 
two-thirds  of  the  Representatives  present  at  such  meet- 
ing for  or  against  any  proposition  submitted  thereat 
shall  be  required  for  determination  thereof.  If  the 
Works  Employees'  Conference  is  unable  to  reach  a 
decision  by  such  two-thirds  vote,  the  question  shall 


360  Humanizing  Industry 

thereupon  be  referred  with  all  records  relating  to  the 
subject  to  the  President  of  the  Company,  whose  de- 
cision with  respect  thereto  shall  be  final,  and  the 
President  shall  promptly  report  his  decision  and  the 
reasons  therefor  to  the  Works  Employees'  Conference. 

"The  minutes  of  all  meetings  and  records  of  all 
investigations  are  open  to  the  inspection  of  any  em- 
ployee at  the  Dye  Works. 

"An  employee  in  order  to  be  eligible  to  election  as 
an  Employees'  Representative  must  have  been  in  the 
employ  of  the  Company  for  at  least  one  year  directly 
previous  to  his  nomination.  He  must  be  a  citizen  of 
the  United  States,  or  have  taken  out  his  first  natural- 
ization papers.  He  must  be  at  least  twenty-one  years 
of  age,  and  be  able  to  read  and  write  the  English 
language. 

"A  majority  of  the  total  membership  of  a  Confer- 
ence constitutes  a  quorum,  but  in  no  q#se  shall  the 
number  of  Management's  Representatives  exceed  the 
number  of  Employees'  Representatives  at  any  meet- 
ing. 

"Both  these  plans  are  of  such  recent  adoption  that 
it  is  difficult  to  tell  at  the  present  moment  how  they 
will  work  out.  They  have  the  elements  of  valuable 
representation;  whether  these  elements  will  function 
properly  remains  to  be  seen. 

"The  Standard  Oil  Company  of  New  Jersey,  how- 
ever, has  an  industrial  representation  plan  which  has 
been  in  force  longer  than  either  of  these,  having  been 


Industrial  Representation          361 

adopted  in  March,  1918.  At  that  time  a  call  was  issued 
to  the  men  in  the  Bayonne  Shops  to  elect  representa- 
tives to  an  industrial  council  on  the  basis  of  one  man 
for  every  one  hundred  and  fifty  employees.  In  no 
case,  however,  was  any  division  of  the  works  repre- 
sented by  less  than  two  men.  The  workers  were 
grouped  into  fourteen  divisions  in  a  manner  similar 
to  the  one  adopted  by  the  du  Pont  people.  They  in- 
cluded divisions  of  the  boilermakers,  the  blacksmiths, 
the  carpenters,  the  painters,  the  masons,  the  pipe- 
fitters, the  watchmen,  the  common  laborers,  the  hoist- 
ing engineers,  the  tinsmiths  and  all  the  other  branches 
of  work  that  enter  into  the  industry.  There  were 
thirty-seven  representatives  in  all,  voted  for  by  secret 
ballot.  These  met  at  the  offices  of  the  company  on 
April  1st.  At  this  conference  between  the  manage- 
ment and  the  employees'  representatives,  plans  were 
immediately  formulated  bearing  upon  pensions,  hours 
of  labor,  sickness  and  accident  benefits  and  group 
insurance.  The  most  important  constructive  measure 
that  grew  out  of  this  conference  was  the  organization 
of  a  works  employment  department.  A  definite  series 
of  rules  were  laid  down  which  insured  to  the  employee 
fair  treatment  at  the  hands  of  his  superiors.  It  gave 
him  the  right  of  appeal  to  the  industrial  conference 
through  his  representative  in  case  he  was  discharged 
without  due  cause.  This  right  of  appeal  also  held  in 
all  other  matters  pertaining  to  the  relationship  be- 
tween the  employee  and  his  foreman  or  superinten- 


362  Humanizing  Industry 

dent.  The  right  of  appeal  was  worded  as  follows:" 
Struthers  read  from  a  sheet  of  paper  he  had  removed 
from  his  pocket. 

"  'Any  employee  who  feels  that  he  has  been  unjustly 
treated  or  subjected  to  any  unfair  conditions,  has  the 
right  of  appeal  to  the  General  Superintendent  and 
the  higher  officials  of  the  Company,  provided  he  shall 
first  seek  to  have  the  matter  adjusted  by  conference, 
in  person  or  through  his  regularly  elected  representa- 
tive, with  the  foreman  or  the  Employment  Depart- 
ment. 

"  'Before  such  appeal  shall  be  taken  to  any  official 
not  located  at  the  Plant  it  shall  first  be  considered  in 
a  joint  conference  composed  of  the  Employ ees>  Rep- 
resentatives in  the  Division  affected,  and  an  equal 
number  of  Representatives  of  the  Company.  In  case 
such  conference  fails  to  agree  unanimously  as  to  the 
fair  adjustment,  an  appeal  may  be  made  to  the  Execu- 
tive Council  at  the  Works,  or  in  case  such  a  Council 
has  not  been  organized,  to  a  conference  composed  of 
all  of  the  Employees'  Representatives  at  the  Works 
together  with  an  equal  number  of  Company  Repre- 
sentatives.' 

"This  industrial  representation  plan  called  for  at 
least  four  joint  conferences  between  the  representa- 
tives of  the  employees  and  those  of  the  management. 
In  no  case  was  it  allowed  to  have  the  number  of  rep- 
resentatives of  the  management  exceed  those  of  the 
employees. 


Industrial  Representation          363 

"During  the  first  twelve  months  in  which  the  plan 
was  in  operation,  eighty  joint  conferences  were  held 
between  the  workers  and  the  management.  During 
these  conferences  one  hundred  and  nineteen  different 
important  topics  were  discussed  and  amicably  settled 
by  the  employees'  and  management  representatives. 
These  topics  were  divided  as  follows : 

"Wages,  38  per  cent;  working  conditions,  10  per 
cent. ;  promotions  and  discharges,  9  per  cent. ;  hours, 
8.5  per  cent. ;  methods  of  wage  payments,  8  per  cent. ; 
industrial  representation  plan,  8.5  per  cent.;  sanita- 
tion, housing  and  social  work,  9  per  cent.;  and  mis- 
cellaneous subjects,  9  per  cent. 

"The  wage  decisions  in  which  the  wage  earners 
themselves  participated  increased  the  annual  pay  roll 
of  the  company  by  approximately  $5,000,000. 

"You  may  say,"  Struthers  continued,  "that  this 
wage  increase  might  have  been  granted,  representa- 
tion plan  or  not,  but  the  fact  remains  that  with  the 
workers  concurring  in  action  of  this  sort,  you  not  only 
make  the  increase  on  a  saner  and  truer  basis,  but  you 
avoid  the  harrowing  bickering  and  misunderstanding 
that  always  follow  demands  of  this  nature. 

"William  Filene  &  Sons  Company  of  Boston  has 
adopted  a  representation  plan  which  is  different  from 
all  of  these  I  have  explained.  The  whole  working 
force  of  the  company  are  members  of  an  organization 
known  as  the  Filene  Cooperative  Association.  The 
purpose  of  the  association  is  to  prevent  the  enforce- 


364  Humanizing  Industry 

merit  by  the  management  of  unjust  rules  affecting  the 
discipline  and  working  conditions  of  the  employees; 
to  prevent  unjust  discharges  or  removals  of  employ- 
ees; to  inaugurate,  when  needed,  new  rules  affecting 
the  employees,  and  to  conduct  the  social  and  so-called 
welfare  activities  of  the  store  with  the  cooperation  of 
the  management. 

"The  employees  make  their  voice  heard  both  in  mass 
meetings  of  all  the  members  of  the  association  and 
through  their  elected  representatives  who  form  com- 
pany Council.  This  Council,  by  the  way,  differs  from 
the  others  I  have  described  in  that  it  consists  only 
of  members  of  the  employee  body  elected  by  the  em- 
ployees. 

"Changes  in  the  administration  of  the  store  may  be 
inaugurated  on  the  part  of  the  employees  in  one  of 
two  ways.  The  members  of  the  association  may  gather 
in  mass  meeting  and  vote  on  the  subject  under  con- 
sideration. If  two-thirds  vote  in  favor  of  it,  it  be- 
comes at  once  operative.  The  second  method  is  lim- 
ited to  the  votes  in  the  Council.  If  five-sixths  of  the 
members  of  this  body  vote  in  favor  of  a  rule,  it  goes 
into  effect  at  the  close  of  the  week  unless  vetoed  in 
the  interim  by  the  General  Manager,  the  President, 
or  Board  of  Managers  of  the  Corporation.  In  the 
event  of  such  a  veto  the  subject  may  be  referred  to  a 
vote  of  the  mass  of  the  employees  and  if  two-thirds 
vote  in  its  favor,  it  will  make  the  proposed  change  a 
law. 


Industrial  Representation          365 

"The  plan  is  most  comparable  to  our  system  of  Fed- 
eral Government.  The  Council  may  be  compared  to 
the  House  of  Representatives  and  the  Board  of  Man- 
agers to  the  Senate.  A  law  may  find  its  inception  in 
either  body.  The  President  of  the  company  may  ap- 
point an  administrative  committee  which  is  compara- 
ble to  the  national  cabinet.  Committees  are  elected 
by  the  whole  association  to  study  and  report  matters 
relating  to  their  welfare.  One  of  the  most  important 
of  these  committees  is  the  Arbitration  Board  consist- 
ing of  twelve  members,  one  representing  each  section 
of  the  store,  and  a  chairman  appointed  from  the  Coun- 
cil by  the  President.  It  is  interesting  to  know  that 
the  decisions  made  in  matters  that  have  come  up  for 
discussion  have  been  about  equally  divided  in  favor 
between  the  employees  and  the  management." 

Struthers  paused  for  a  moment,  then  continued. 

"The  past  few  years,"  he  said,  "have  seen  a  great 
extension  of  this  movement  toward  giving  the  em- 
ployee a  voice  in  management.  Some  organizations 
have  adopted  one  form  of  representation;  others  a 
second,  still  others  a  third.  Each  according  to  its 
own  needs.  On  April  21,  1919,  the  president  of  the 
International  Paper  Company  issued  a  statement 
which  is  important  in  that  it  shows  the  present  trend 
of  thought  among  progressive  employers.  This  is 
what  he  said."  Struthers  took  out  a  sheet  of  type- 
written matter  and  read  aloud : 

"  'This  company  believes  it  to  be  desirable  that  some 


366  Humanizing  Industry 

permanent  authority  be  created  to  study,  deal  with 
and  administer  matters  and  conditions,  generally 
known  as  industrial  relations,  which  means  and  in- 
cludes general  relations  between  employees  and  em- 
ployers, standards  of  wages  and  employment,  proper 
classification  of  occupations,  improving  living  and 
working  conditions,  in  plants  and  localities,  and  the 
elimination  of  industrial  accidents,  as  well  as  meth- 
ods of  promoting  harmonious  relation  between  em- 
ployers and  employees  concerned,  to  apply  to  the  in- 
dustry generally. 

"  "To  effect  such  purposes,  Committees  of  Repre- 
sentatives of  Paper  Manufacturing  Companies  and 
Employees  should  be  created  for  the  purpose  of  study- 
ing such  subjects,  and  recommending  plans  and  meth- 
ods of  application  or  administration  of  same.  Such 
Committees  to  make  formal  report  to  the  Companies 
and  Employees,  or  as  many  of  the  parties  concerned 
as  are  willing  to  join  in  such  effort.  It  being  under- 
stood each  Manufacturing  Company,  joining  in  said 
proposal,  is  pledged  to  cooperate  with,  and  provide, 
this  Committee  such  data  or  information  as  may  be 
necessary  to  carry  out  the  foregoing. 

"  'This  Company  intends,  in  any  event,  to  continue 
and  enlarge  its  activities,  in  this  general  direction, 
whether  or  not  other  Companies  join  in  the  proposal, 
or  such  Committee  is  formed  to  the  end  that  both 
the  Company  and  Employees  may  have  more  complete 
knowledge  of  the  conditions  of  each  other,  that"  the 


Industrial  Representation         367 

Employees  may  have  a  larger  and  continually  increas- 
ing interest  in,  and  determination  of,  the  questions 
that  affect  their  employment,  and  the  spirit  of  mutual 
cooperation  be  enlarged  to  the  fullest  extent.' ' 

Struthers  looked  up  from  the  paper  before  him. 
"I  could  go  on  indefinitely  giving  you  examples  of  this 
new  attitude  toward  labor,"  he  said.  "It  exists;  it 
is  alive ;  and  its  importance  cannot  be  gainsaid.  There 
are  at  least  twenty  other  organizations  that  are  to- 
day working  under  an  employee  representation  plan. 
The  Phelps-Dodge  Corporation  is  one  of  them;  the 
Procter  &  Gamble  Company  is  another;  the  Smith 
&  Wesson  Company,  the  General  Electric  people 
and  the  Goodyear  Rubber  Company  are  still  others. 
Most  of  these,  it  is  true,  are  in  the  experiment  stage, 
but  the  important  fact  to  be  observed  is  this  one — 
these  people  appreciate  that  an  experiment  of  this 
sort  is  necessary. 

xjjerhaps  the  strongest  thing  that  can  be  said  in 
the  favor  of  the  adoption  of  such  a  plan  is  that  the 
labor  agitators  are  against  it.  Why?  For  the  simple 
reason  that  it  leaves  them  without  a  bone  to  pick.  It 
takes  from  them  their  jobs.  Just  as  soon  as  you  create 
a  medium  within  your  own  plant  for  proper  arbitra- 
tion of  matters  that  are  peculiar  to  your  plant,  the 
need  for  external  control  and  arbitration  by  labor 
groups  ceases.  If  this  form  of  shop  organization  were 
inaugurated  out  of  sense  of  real  justice  and  coopera- 
tion and  allowed  to  grow  in  a  healthy  manner,  there 


368  Humanizing  Industry 

is  not  a  doubt  in  my  mind  but  that  it  would  in  time 
supersede  the  trade  unions,  which  have,  to  a  great 
measure,  outgrown  their  usefulness.  It  may  be,  of 
course,  that  in  time  the  various  councils  within  a  plant 
may  form  associations  with  councils  in  other  plants. 
That  would  not  be  invaluable  in  that  it  would  result 
in  a  standardization  of  conditions  that  make  for  the 
happiness  of  the  workers.  An  employer  of  labor  need 
fear  nothing  from  such  associations  if  he  is  honestly 
interested  in  inaugurating  the  most  progressive  em- 
ployment reforms.  Having  been  fair  and  aboveboard 
with  his  men,  he  knows  that  they  will  ask  nothing 
which  is  not  directed  to  the  ultimate  welfare  of  the 
plant  Which  means  their  welfare  and  yours,  Hard- 

biggest  thing,  to  my  mind,  that  grows  out  of 
such  an  arrangement  is  the  closer  understanding  and 
cooperation  between  the  men  and  the  management. 
It  makes  for  free  interchange  of  constructive  ideas. 
Hurley  once  confessed  to  me  that  he  has  never  of  his 
accord  gone  into  your  office  for  any  other  purpose 
than  to  voice  a  demand  for  more  wages,  a  demand 
that  had  the  possibility  of  a  threat  of  a  strike  in  it 
in  the  event  that  it  was  not  granted.  At  the  same 
time,  I  think  you  will  confess  that  in  the  past  you 
never  called  him  to  your  office  except  to  demand  ex- 
planation for  let-downs  in  production  or  increase  in 
labor  turnovers.  Or  similar  things.  What  I  am  driv- 
ing at  is  that  you  two  people  were  not  in  the  habit 


Industrial  Representation         369 

of  meeting  to  discuss  anything  amicably;  it  was  al- 
ways for  the  purpose  of  browbeating  each  other,  each 
in  his  own  way.  Both  of  you  have  the  elements 
of  strength  within  you  and  yet  instead  of  applying 
those  elements  toward  creating  something  fine  and 
worthwhile  you  have  applied  them  toward  something 
vile  and  worthless.  I  know  that  sounds  very  strong, 
but,  to  save  my  soul,  I  can't  see  where  this  festering 
enmity  between  two  people  who  are  interested  in  the 
same  thing  and  are  working  toward  the  same  goal  is 
anything  but  vile  and  worthless?) 

"Lately  you  have  discovered  tnat  Hurley  has  some- 
thing very  valuable  behind  that  stolid  front  of  his. 
You  are  both  having  a  good  deal  of  fun  playing  about 
with  it.  Neither  of  you  is  yet  willing  to  own  up  and 
concede  the  powers  of  the  other.  Very  well.  Let  per- 
sonal matters  take  their  own  course.  But,  Hardwick, 
have  you  stopped  to  consider  that  Hurley  is  only  one 
of  the  men  in  the  plant  and  that  there  are  a  good 
many  others  whose  constructive  minds  are  waiting  to 
be  tapped?  Get  to  know  these  men  and  let  them  get 
to  know  you.  You  may  all  find  that  under  the  black- 
ness of  the  pot  and  the  kettle  there  may  be  some  very 
precious  metal.  Clear  away  the  blackness  and  the 
soot,  old  man,  and  discover  what  it  is  you  have  below. 
It  is  up  to  you  to  make  the  first  move.  And  what  is 
more  important,  it  is  up  to  you  to  make  it  soon.  Don't 
wait  until  it  is  forced  upon  you.  Just  as  soon  as  that 
happens  the  whole  thing  loses  in  value.  Sledge  ham- 


37°  Humanizing  Industry 

mer  methods  do  not  work  in  creating  warm  human 
relationships.  And  the  relationships  must  be  warm 
and  human  if  they  are  to  lead  to  the  happiness  of  the 
men  concerned." 


CHAPTER  ELEVEN 

HURLEY  DECIDES  TO  STAY 

"HURLEY,"  Struthers  asked,  as  the  two  men  were 
sitting  together  over  the  New  York  evening  paper, 
"why  is  it  you  hate  Swedes?  When  I  first  came  here 
Mrs.  Smith  down  the  road  warned  me  that  you 
wouldn't  take  me  in  if  I  were  one.  What's  behind 
that?  Just  natural,  unfounded  prejudice  or  some 
good  reason?" 

Hurley  glowered  behind  his  paper  for  a  few  min- 
utes, then  dropped  the  sheet.  His  eyes  were  stern  as 
they  met  Struthers'.  Struthers  noticed  their  ex- 
pression. 

"Never  mind  speaking  about  that  if  you'd  rather 
not,"  he  said.  "I  thought  it  was  just  some  fool  idea. 
That's  all." 

Hurley  sat  silent  for  a  few  moments  longer.  Then 
he  cleared  his  throat. 

"It's  all  right,  Struthers,"  he  said.  "I  don't  mind 
telling  you.  I  do  hate  Swedes.  Worse  than  Hell. 
And  I've  good  reason  to.  They  played  me  a  very 
nasty  trick  once.  The  sort  of  trick  that  changes  the 
whole  run  of  a  man's  life. 

"Way  back  when  I  was  a  youngster  of  twenty-two 

371 


Humanizing  Industry 

I  was  shift  boss  at  a  mine.  I  had  a  whole  slew  of 
Swedes  working  under  me.  I  ran  them  hard,  heaven 
knows,  but  I  got  results.  Better  than  any  other  boss 
in  the  works.  With  only  one  exception  perhaps.  That 
was  a  boy  just  as  old  as  me.  Jimmy  Donlin.  Jimmy 
and  I  were  chums.  We  were  both  working  for  the 
money  that  was  in  it.  We  were  going  to  school  with 
it  when  we  had  enough.  Engineering  school.  There 
was  a  bonus  offered  to  the  shift  boss  who'd  turn  out 
the  biggest  load  of  ore.  Jimmy  and  I  were  working 
for  that  bonus.  It  wouldn't  have  made  any  difference 
who  got  it.  We  would  have  waited  for  each  other. 
Well,  those  Swedes  knew  about  this. 
i  "There  was  no  love  lost  between  them  and  me 
ever;  we  just  didn't  understand  each  other.  They 
didn't  like  the  way  I  did  things.  Maybe  I  didn't  do 
them  right.  Maybe  I  didn't.  But  I  didn't  like  the 
way  they  did  things  either.  When  a  man  hired  out 
to  use  his  pick  for  a  certain  number  of  hours  a  day, 
it  seemed  to  me  that  it  was  his  business  to  use  his 
pick  that  number  of  hours.  We  were  getting  close  to 
the  end  of  the  race,  Jimmy  and  I  in  the  lead.  It  was 
then  those  men  got  us.  Got  us  where  we  couldn't 
move.  The  men  in  Jimmy's  section  and  mine  struck. 
Wouldn't  touch  a  tool.  Just  simply  walked  out  and 
rushed  in  a  crowd  to  the  town  hangout.  Got  roaring, 
howling  drunk.  Jim  and  I,  we  couldn't  give  up  the 
thing  that  way,  without  a  fight.  What's  more  we  were 
young  and  hot-blooded.  We  followed  the  men  to  the 


Hurley  Decides  to  Stay          373 

saloon  and  tried  to  round  them  up.  It  was  then  the 
thing  happened.  Jim  was  shot.  Dead.  Fell  down 
like  a  log.  A  dead  log."  Hurley  got  up  from  his 
chair  and  began  pacing  up  and  down  the  room. 

"I  guess  that's  all  there  is  to  tell,"  he  finally  said. 
"I  did  some  shooting  myself  and  cleared  out.  Never 
did  what  I  wanted  to.  Couldn't,  that's  all.  Just 
couldn't.  And  why?  Because  a  Swede,  damn  him, 
got  Jimmy.  That's  all.  Now  you  know.  And  now 
suppose  we  change  the  subject." 

"Suppose  w^e  don't,  Hurley,"  Struthers  replied,  after 
a  few  moments.  "I  will  if  you  want  me  to,  but  sup- 
pose we  take  up  the  impersonal  features  of  this  affair." 

"What  do  you  mean  by  impersonal  features?"  Hur- 
ley asked  crisply.  "There  was  nothing  impersonal 
about  them.  They  were  all  damn  personal.  They 
meant  everything  in  the  world  to  me." 

"That's  right.  I  agree  with  you  there.  And  be- 
cause they  did,  you  lost  sight  of  everything  else,  of 
human  values,  of  human  rights,  just  as  long  as  the 
sound  of  the  pick  kept  sounding  in  your  ears.  It's 
funny,  isn't  it,  how  music  of  that  sort  gets  you?  Es- 
pecially when  it  is  singing  a  song  that's  dedicated  to 
you.  Funny,  isn't  it,  Hurley,  and  yet  how  soon  do 
you  forget  the  sweetness  of  the  song  when  it's  tuned  to 
the  key  of  some  other  man's  endeavors?  However,  let's 
not  go  into  that.  The  point  I  am  driving  at  is  that 
you  might  have  prevented  bloodshed  and  created  a 
career  if  you  had  used  some  ordinary  horse  sense. 


374  Humanizing  Industry 

Might  have,  I  say,  if  you  had  gone  to  those  men  and 
explained  the  situation  and  told  them  what  depended 
on  it.  The  chances  are  that  they  would  have  listened 
to  you." 

Hurley  pulled  the  pipe  out  of  his  mouth  impa- 
tiently. "The  chances  are — Hell,"  he  said.  "You  talk 
like  little  Lord  Fauntleroy.  I  was  dealing  with 
Swedes,  man,  Swedes.  Do  you  know  how  thick  they 
can  be,  if  they  grow  thick?  Besides,  Struthers,  where 
is  all  this  leading  to?  The  thing's  dead  and  gone. 
What's  the  use  of  chewing  over  it?" 

"Just  this,  Hurley.  You  may  have  to  sit  with  a 
Swede  on  some  sort  of  common  council.  I  mean  that 
Mr.  Hardwick  may  adopt  some  plan  whereby  the  men 
may  have  a  voice  in  the  running  of  the  plant.  He 
said  something  about  it  to-day.  He  mentioned  you 
and  Svenson  as  two  probable  members.  That's  what 
put  me  on  the  subject  of  Swedes." 

Hurley  leaned  forward. 

"You  say  the  men  will  be  given  a  voice  in  the  run- 
ning of  the  plant?  Ha!  Good  joke  that." 

Struthers  made  no  comment  on  the  exclamation. 
After  a  while  Hurley  ejaculated  the  word,  "How?" 

"Through  shop  committees  and  works  councils," 
Struthers  replied.  "Each  shop  will  probably  have  its 
committee  made  up  of  representatives  of  the  men  and 
the  foremen.  These  will  arrange  and  discuss  the 
works  of  the  shop.  Together  with  these,  you  will 
have  a  works  council  made  up  of  all  the  shop  com- 


Hurley  Decides  to  Stay  375 

mittee  representatives.  These  will  take  care  of  mat- 
ters pertaining  to  the  whole  plant.  They  will  also 
act  as  a  court  of  appeals  for  cases  that  cannot  be 
settled  by  the  shop  committee.  Still  higher  than  the 
works  council  there  will  be  a  board  of  arbitration 
made  up  of  a  select  few  of  the  representatives  of  the 
men  and  the  management.  Mr.  Hardwick  will,  of 
course,  be  the  head  of  all  this." 

Hurley  bit  his  lower  lip  in  thought  for  a  moment. 
Then  he  spoke. 

"Repeat  that  again,  will  you?  The  arrangement,  I 
mean." 

Struthers  did  as  he  was  told.  Hurley  listened  in- 
tently. There  was  a  pause  when  Struthers  finished. 
Hurley  kept  smoking  fiercely  at  his  pipe.  After  a 
while  he  impatiently  removed  the  pipe-stem  between 
his  teeth. 

"It's  all  right,  Struthers,"  he  said.  "It's  all  right. 
But  where  is  it  going  to  lead?  It  sounds  all  right  and 
will  look  all  right  on  paper,  but  as  far  as  I  can  see 
that's  where  it  is  going  to  end.  You  mean  well  and 
the  boss  means  well,  I  guess,  but  he  won't  ever  give 
up  his  rights.  He  won't  ever  stop  being  the  boss." 

"Well,  why  should  he?"  Struthers  asked.  "It's  not 
what  he  will  give  up  that  counts,  it's  what  you  will 
add.  There's  no  reason  in  the  wide  world  why  he 
should  give  up  being  the  boss  and  nobody  ought  to 
understand  that  better  than  you,  but  there  is  every 
reason  why  the  men  should  have  the  right  and  the 


376  Humanizing  Industry 

power  to  have  a  voice  in  those  matters  which  concern 
them." 

"Sure.  The  things  that  concern  them.  That's  a 
very  elastic  sort  of  arrangement.  The  things  that  con- 
cern them.  Come,  man,  be  sensible.  I  know  what  you 
are  trying  to  do  and  I  can  see  now  that  Hardwick  is 
not  a  bad  sort  after  all — what  he  did  for  Larry  proved 
that — but  when  it  comes  to  talking  about  the  men  hav- 
ing a  voice  in  the  things  that  concern  them,  it  sounds 
like  nothing  to  me.  Everything  concerns  them.  Do 
you  hear,  everything?  And  Hardwick  will  not  let 
them  have  a  say-so  into  everything.  Come,  man,  there 
is  no  need  to  sugar-coat  things  for  me.  Be  honest. 
Please.  You  always  have  been." 

"Hurley,  will  you  ever  cease  doubting  the  value  of 
everything?"  Struthers  asked.  "Will  you  ever  cease 
being  the  skeptic?  What  you  say  is  true  to  a  degree. 
The  men  will  not  have  a  voice  in  the  decision  of  every- 
thing, because  they  do  not  know  the  things  that  enter 
into  the  decision  of  everything.  You  have  made  your- 
self familiar  with  the  safety  methods.  It  is  there  that 
your  voice  is  important.  A  man  in  the  foundries 
knows  all  about  the  rate  of  tonnage  and  waste  in  his 
department.  It  is  in  the  discussion  of  that  subject 
that  he  is  important.  Still  another  can  talk  intelli- 
gently about  methods  of  welding.  It  is  there  that 
he  ranks  highest.  Each  of  you  and  all  of  you  have 
something  definite  to  offer  along  these  various  lines. 
But  what,  Hurley,  do  you  know  about  shipping  costs 


Hurley  Decides  to  Stay          377 

and  export  costs,  and  rates  of  exchange  and  foreign 
tariffs?  What  does  the  man  in  the  foundry  know 
about  that?  And  the  man  in  the  welding  depart- 
ment? Hardwick  has  made  himself  an  expert  along 
these  questions;  they  control  the  manipulation  of  the 
whole  plant  and  it  is  the  only  sensible  and  the  scien- 
tific thing  to  do  to  leave  those  matters  to  him.  He 
can  explain  situations  to  you  and  tell  you  their  effects 
on  the  production  of  the  plant,  but  when  it  comes  to 
making  a  decision  about  taking  or  leaving  orders,  and 
the  prices  and  the  conditions  of  shipment,  it  seems 
to  me  that  is  where  he  is  the  sole  judge. 

"A  man  I  knew  used  to  say  to  me  that  you  can't 
trust  a  stick  that  has  an  inch  missing  to  measure  a 
full  yard.  Well,  you  can't.  And  you  can't  trust  a 
rule  that's  only  eleven  inches  long  to  give  you  a  foot 
measure.  What  can  you  do,  then?  Go  to  the  man 
who  has  the  stick  that  will  give  you  the  full  number 
of  inches.  The  men  in  the  shops  can  give  just  so 
much  toward  the  management  of  the  plant  but  they 
can't  give  all. 

Fit  is  fair  and  honest  to  let  them  go  to  the  extent 
that" they  can  go;  to  the  extent  that  their  suggestions 
will  tend  to  make  the  plant,  which  is  their  plant,  as 
well  as  Hardwick's,  more  productive  and  more  effi- 
cient, but  it  would  be  insane  to  let  them  dabble  in  those 
things  of  which  they  know  nothing.  I  grant  they  may 
in  time  learn  to  give  expert  advice  in  all  matters  per- 
taining to  the  management  of  the  plant,  but  until 


378  Humanizing  Industry 

they  do,  it  is  rather  foolish  of  you  to  scoff  at  the  idea 
of  there  being  a  limit  put  to  those  matters  to-day. 

"Besides,  Hurley,  don't  forget  that,  after  all,  the 
plant  belongs  to  Hardwick.  You  can't  get  away  from 
the  existence  of  ownership.  He  is  not  interested  in 
any  wild-cat  scheme  of  abdicating  his  rights;  he  is 
interested  in  the  sane  idea  of  getting  the  cooperation 
of  the  men  whose  livelihood  depends  on  the  running 
of  the  plant  by  giving  them  a  voice  in  those  matters 
which  govern  the  rise  or  fall  of  production.  And  the 
rise  and  fall  of  production  depend,  above  all,  on  the 
happiness  of  the  men  in  their  employment.  On  their 
health  for  one  thing,  on  the  safety  conditions  for  an- 
other, on  the  hours  of  labor  for  a  third,  on  the  wages 
for  a  fourth.  Surely  it  must  seem  important  to  you 
to  have  the  men  given  a  voice  in  those  things.  Surely 
you  can't  keep  hiding  your  head  in  the  ground  and 
refuse  to  see  the  value  of  such  reforms?} 

^Qreat  Scott,  Hurley,"  Struthers  continued,  as  Hur- 
ley sat  unmoved,  "do  you  mean  to  say  that  it  means 
nothing  to  you  to  be  able  to  avert  bickerings  and 
grumbles  and  talks  of  strikes  by  meeting  in  open  coun- 
cil and  discussing  these  things  like  human  beings 
instead  of  fighting  them  out  dumbly  like  inarticulate 
animals?  Do  you  mean  to  say  that  you'd  rather  go 
on  along  the  old  way  of  misunderstanding  and  antag- 
onism than  enter  into  something  that  will  give  you  the 
power  to  create  a  new  and  cleaner  relationship?  Man 


Hurley  Decides  to  Stay          379 

alive,  what  have  you  been  demanding  all  these  years 
if  it  wasn't  tha^b 

"It  was  that,"  Hurley  replied  slowly,  "it  was  that, 
but  now  that  it's  here,  well,  I  can't  help  but  wonder 
how  it  will  work  out.  It's  something  new  and,  Struth- 
ers,  I  am  afraid  of  it.  Afraid  of  how  it's  going  to 
work  out.  Afraid  that  it's  a  shell  offered  for  the  sub- 
stance. Afraid  that  years  of  habit  can't  be  changed 
overnight.  Can't  you  see  what's  worrying  me,  man?" 
he  agked,  his  voice  suddenly  growing  thick. 

\Iiuleed  I  can,"  Struthers  answered.  "It's  the  fear 
of  the  unknown  on  the  one  hand,  and  the  fear  of  being 
hoodwinked  on  the  other.  But  you've  got  to  give  the 
thing  a  trial  before  you  condemn  it.  You  can't  get 
anywhere  unless  you  experiment  with  an  open  mind. 
You  make  up  your  mind  that  the  thing  is  a  fake  and 
a  farce,  and  unconsciously  or  consciously  you'll  turn 
all  your  efforts  to  making  it  that.  On  the  other  hand, 
you  go  to  it  with  the  idea  that  herein  lies  the  solu- 
tion to  labor  differences,  and  it's  an  even  bet  that 
you're  going  to  turn  all  your  powers  toward  making  it 
an  instrument  of  that  caliber. 

"You  want  better  homes,  cleaner  streets,  higher 
educational  opportunities,  healthier  working  sur- 
roundings. Here  you  are.  Use  the  tools  that  are 
given  you  and  create  these  things.  The  very  fact  that 
the  power  to  handle  these  tools  will  be  given  you 
shows  that  the  man  on  top  is  willing  to  see  you  use 


380  Humanizing  Industry 

them.  He  wants  you  to  use  them.  He  is  just  as  sick 
of  the  old  relationship  as  you  are.  He  is  just  as  weary 
of  being  considered  as  nothing  but  a  driving  power  as 
you  are  of  being  considered  a  productive  power.  You 
are  both  human  beings.  It  is  up  to  both  of  you  to 
become  constructively  cognizant  of  that  fact.  Not 
until  then  shall  we  be  able  to  substitute  the  new  rela- 
tionships for  the  old.  Not  until  then,  Hurley,  and  it 
is  upto  you  and  the  men  you  represent  to  hasten  that 
time^) 

The  two  men  remained  silent  after  Struthers  had 
finished  speaking.  They  sat  there  for  a  long  time, 
each  man  puffing  at  his  own  pipe;  each  man  busy 
with  his  own  thoughts.  It  was  Hurley  who  finally 
broke  the  silence  with  the  words: 

"I  have  been  helping  Mr.  Hardwick  with  a  pension 
plan." 

"What  do  you  think  of  it?"  came  the  unstartled  an- 
swer. 

"It's  all  right." 

Again  the  men  subsided  into  silence.  This  time  it 
was  Struthers  who  spoke  first. 

"Hurley,  there's  something  I  want  to  say  to  you. 
If  you're  unhappy  here  and  want  to  get  away,  I  think 
I  can  manage  to  find  a  hole  for  you  in  some  other 
place.  In  a  bigger  place.  With  conditions  better  than 
they  are  here  to-day.  With  better  opportunities,  may- 
be. I  never  could  see  the  use  of  staying  in  an  environ- 
ment where  you  aren't  happy.  If  you  want  to  clear 


Hurley  Decides  to  Stay          381 

out,  I  can  help  you.  Hardwick  will  understand  when 
I  explain  to  him." 

Hurley  had  taken  his  pipe  from  between  his  teeth 
when  Struthers  had  begun  to  speak  and  had  neglected 
to  replace  it.  He  sat  listening  attentively.  A  frown 
gathered  between  his  eyes.  He  sat  staring  at  the  wall 
in  front  of  him  for  some  moments  after  Struthers  had 
finished. 

"Thank  you  for  that,  Struthers,"  he  finally  said. 
"You're  a  white  man  for  telling  me,  but  I'll  stay  here. 
If  things  are  going  to  happen  I  want  to  be  here  at  the 
happening.  If  you  had  said  that  to  me  four  months 
ago,  I  should  have  packed  my  kit  and  baggage  and 
gone.  I  should  have  been  mighty  glad  to  go.  But 
there's  work  to  be  done  here  now,  and  I  want  to  have 
a  hand  in  the  doing  of  it.  Besides,"  he  added,  after  a 
short  pause,  "I  am  helping  Mr.  Hardwick  with  some 
plans  and  I  don't  want  to  leave  him.  No,  Struthers, 
I  guess  I'll  stay  right  here." 

Struthers  reached  across  the  table  and  extended  his 
hand  to  Hurley.  As  the  latter  grasped  it,  he  said  very 
quietly : 

"Good  work,  Hurley.  I  am  mighty  glad  to  hear  you 
say  that."  There  was  a  little  embarrassed  pause  after 
this  momentary  show  of  feeling.  Struthers  broke  it 
by  self-consciously  clearing  his  throat. 

"Oh,  by  the  way,  Hurley,  there  is  something  else 
that  I  wanted  to  tell  you.  I  thought  you  might  want 
to  know." 


382  Humanizing  Industry 

Before  Struthers  had  a  chance  to  go  ahead,  Hurley 
broke  in  with  the  words : 

"You're  going  away.  That's  it,  isn't  it?"  As  Struth- 
ers nodded  his  head  in  the  affirmative,  Hurley  went 
on.  "I  knew  it.  I  knew  you  couldn't  stay  here  for- 
ever. Well,  man,  let  me  tell  you  that  it  was  you  who 
has  kept  my  head  above  water.  Aye,  mine  and  Hard- 
wick's  too.  Things  might  have  happened  here ;  things 
different  from  the  ones  that  are  happening  and  I 
might  have  been  sorry  for  their  happening.  Or  else," 
he  continued  with  a  wry  smile,  "I  might  not  have  been 
sorry,  because  dead  men  feel  no  sorrow.  It's  been 
good  to  know  you,  Struthers,  better  than  you  know." 

"And  it's  been  good  to  know  you,"  Struthers  replied 
as  their  hands  again  met  in  a  firm  clasp. 


CHAPTER  TWELVE 

HARDWICK  FALLS  IN  LINE 

HABDWICK  was  seated  at  his  desk  in  his  office,  busily 
drawing  up  plans.  "Shop  foreman,  department  man- 
ager, general  manager,"  his  lips  formed  the  words  as 
he  placed  them  in  the  squares  marked  "shop  commit- 
tee," "department  committee,"  "works  council."  A 
knock  at  the  door  made  him  raise  his  head. 

"Come  in,"  he  called. 

Struthers  entered.  He  was  dressel  in  a  good  suit 
of  street  clothes.  Hardwick  looked  at  him  in  sur- 
prise. His  face  broke  out  into  a  smile. 

"You're  not  going  courting,  are  you?  With  those 

clothes  I  mean.  Or,  or "  the  smile  gave  way  to  a 

look  of  serious  concern.  "Struthers,  you're  not  going 
away?"  he  exlaimed.  "Not  now?" 

Struthers  sat  down  at  the  opposite  side  of  the  desk. 
He  fingered  his  hat  nervously. 

"I  am  going  away,  Hardwick.  I've  got  to.  I've 
been  here  for  more  than  five  months  now.  It's 
a  long  time  for  me  to  be  roosting  in  one  place.  I've 
got  to  be  going.  I've  got  to  keep  moving.  I've  done 
all  I  could  here;  I  mean  I've  told  you  what  I  know; 

383 


384  Humanizing  Industry 

it's  up  to  you  to  do  the  rest.  You  don't  really  need 
me  any  more." 

"Don't  talk  tommy  rot,"  Hard  wick  interrupted  im- 
patiently. "Why,  Struthers,  man,  you  can't  go. 
We're  just  starting  things  here.  We're  just  starting 
the  things  that  mean  so  much  to  you.  Oh,  come  on, 
you  were  fooling  when  you  said  that.  You  come  on 
and  move  your  things  up  to  my  place.  You  don't  have 
to  live  down  at  Hurley's  any  more.  You'll  live  up 
there  and  I'll  have  another  desk  put  into  this  office. 
I  need  you,  Struthers,  and  you  can't  go.  I  mean  I 
don't  want  you  to  go." 

Struthers  smiled  whimsically  across  at  the  man 
opposite  him.  His  face  grew  suffused  with  a  blush 
that  gave  him  greatly  the  appearance  of  a  small  boy. 

"It's  no  use,  Steve.  I'm  going.  I'll  probably  turn 
back  here  some  day  soon.  You  know.  Bad  penny 
affair.  But  I  can't  stick.  I  can't.  That's  what 
makes  you  so  much  the  better  man.  Your  power  to 
hold  on  to  one  job  and  make  it  grow.  Your  power  to 
build  things.  To  build  things  that  last. 

"I,"  Struthers  laughed  shortly,  "I'm  a  pretty  poor 
sort  of  a  builder.  As  a  matter  of  fact,  I  am  not  a 
builder.  Maybe,  if  you're  very  kind  to  me,  you  can 
call  me  a  sower.  Just  a  sower,  remember,  and  not 
even  a  planter.  I  don't  cultivate  things,  Steve,  I  can't. 
I  just  drop  seeds.  The  only  thing  to  my  credit  is  that 
I  don't  drop  them  wildly.  I  pick  my  ground.  And  I 
give  the  best  I  have  to  offer.  But  apart  from  that. 


Hardwick  Falls  in  Line          385 

bah,  I  guess,  I'm  not  much  use.  I  just  want  to  keep 
moving." 

"Don't  talk  like  an  ass,  Peter,  old  boy."  Uncon- 
sciously the  two  men  had  reverted  to  the  names  that 
they  had  called  each  other  in  the  old  days.  "Don't 
talk  like  an  ass,  Peter,"  Hardwick  repeated.  ""Not 
much  use !  Good  heavens,  man,  don't  you  know  what 
you  have  done  for  me  and  for  Hurley  and  for  every 
damn  thing  connected  with  this  place?  Not  much  use! 
I  like  that !  I  can  understand  your  going,  but  I'll  be 
hanged  if  I'll  let  you  say  you're  not  much  use." 

"All  right,  old  scout,"  came  Struthers'  half -choked 
reply.  "All  right.  We'll  let  it  go  at  that.  Only,  don't 
let's  get  explosive  over  it.  Just  as  long  as  we  under- 
stand each  other,  it's  all  right." 

The  two  men  sat  in  silence. 

"Steve,"  Struthers  said  at  last,  "I'm  going  now,  but 
I  shall  probably  be  br.ck.  In  a  year  anyway.  Will  you 
—will  you  have  things  done  here?" 

"I  will,"  came  the  quiet  answer. 

"Good."    There  was  another  pause. 

Cgteve,  there's  something  more  I  want  to  tell  you. 
I  might  as  well  warn  you.  Things  may  not  go  smooth- 
ly at  first.  They  probably  will  not.  Don't  get  im- 
patient. Give  them  a  chance  to  grow.  You  won't 
get  the  thing  you're  after  right  immediately  after  you 
have  inaugurated  the  reforms.  You'll  have  to  give 
things  a  chance  to  mellow.  You'll  have  to  let  them 
find  themselves) 


386  Humanizing  Industry 


be  like  putting  on  a  good  performance.  All 
the  different  things  about  which  we  have  spoken  to- 
gether are  the  props  and  the  setting  for  the  play.  The 
health  work  is  one  prop,  and  the  educational  work  is 
another,  and  the  housing  —  don't  forget  the  housing, 
Steve  —  is  still  another.  And  the  education  and  profit- 
sharing  and  representation.  All  of  them  are  the 
props  and  setting  for  the  biggest  performance  that 
has  ever  been  staged.  The  one  of  cooperation  in  in- 
dustry. Or  synonymously,  the  one  of  industrial  suc- 
cess. But,  old  scout,  there  won't  be  anything  to 
your  play  if  the  human  factor  is  forgotten.  The 
props  won't  make  it  a  success  nor  will  the  setting. 
You  mustn't  forget  your  actors.  And  you  mustn't 
forget  that  they  must  work  together.  That  a  slip 
on  the  part  of  one  of  them  will  knock  the  whole 
thing  to  pieces.  You've  got  to  make  them  understand 
that.  They  won't,  while  they're  rehearsing,  Steve. 
Each  one  of  them  will  probably  want  to  hold  the  cen- 
ter of  the  stage  at  the  very  beginning.  New  actors 
always  do  that.  And  they'll  probably  squabble  over 
the  importance  and  the  emphasis  of  a  line.  Expect 
that.  Unless  you  do,  the  thing  will  break  your  spirit. 
Don't  let  it  do  that.  In  time,  they  will  get  to  know 
how  their  parts  fit  in.  In  time  they  will  know  when 
to  respond  to  their  cues.  Only  be  patient  and  explain. 
It  won't  take  them  very  long  before  they  will  under- 
stand that  the  performance  may  be  made  a  beautiful 
thing  and  that  it  is  within  their  power  to  make  it  a 


Hardwick  Falls  in  Line          387 

beautiful  thing.  The  more  considerate  and  patient 
you  are,  the  sooner  they  will  arrive  at  that  under- 
standing. Don't  be  satisfied  until  you  have  created 
a  work  of  art,  Steve.  Don't  be  satisfied  with  a 
sloppy  performance.  Hound  out  the  corners,  plug 
up  the  holes  and  clean  up  the  debris.  By  which  I 
mean,  let  there  be  nothing  wanting  in  the  relation- 
ship between  you  and  the  men  who  are  working  with' 
you.  Make  it  fine,  Steve,  make  it  worthwhile.  Don't 
let  it  just  be  stage  props* 

"Those  other  organizations  that  I  have  mentioned 
from  time  to  time,  all  of  them  were  valuable  in  that 
they  illustrated  the  point  I  was  trying  to  make.  All 
of  them  have  inaugurated  the  reform  about  which  I 
was  speaking.  But,  Steve,  some  of  them  have  stopped 
at  the  inauguration.  In  time,  perhaps,  they  will  come 
to  the  point  where  they  will  understand  that  more  is 
necessary  than  the  props  they  have  installed.  Not 
that  the  props  are  valueless.  Without  them  you 
can't  go  ahead.  That  is  the  first  move.  That  is  the 
move  that  creates  on  the  part  of  the  men  a  feeling  of 
pleased  excitement  and  anticipation.  Don't  kill  that 
feeling  of  excitement  and  don't  disappoint  the  antici- 
pation. You  create  a  spirit  of  ineffectualism  if  you 
do.  The  director  of  the  plant  feels  that  he  has  taken 
a  white  elephant  upon  himself  in  introducing  the  re- 
form, whatever  it  is ;  the  men  feel  that  there  is  some- 
thing wanting  in  them  if  they  can't  respond  to  the 
advances  made  toward  them.  What  happens?  You 


388  Humanizing  Industry 

get  an  impotent,  irksome,  dissatisfied  sort  of  feeling 
and  the  thing  is  pronounced  a  failure.  Don't  make 
that  mistake,  Steve.  If  you  start  the  thing,  go  all  the 
way.  Don't  be  satisfied  with  the  props  alone. 

"The  second  move  is  to  bring  the  men  upon  the 
stage,  to  show  them  what  the  props  mean  and  to  go 
into  immediate  rehearsal.  That  move,  unfortunately, 
has  been  omitted  by  a  good  number  of  those  men  who 
have  been  farsighted  enough  to  see  the  need  of  new 
staging.  They  have  been  sadly  shortsighted,  when  it 
came  to  a  recognition  of  the  necessity  of  using  that 
staging. 

"And,  Steve,  whatever  you  do  be  honest  with  your- 
self and  the  men  all  the  time.  Understand  your  short- 
comings and  understand  theirs.  Never  forget  that 
you  are  a  human  being,  dealing  with  human  beings, 
and  that  the  whole  mass  of  you  is  made  of  individuals 
who  are  not  infallible.  Expect  bumps  and  jars  and 
misunderstandings.  They  will  surely  come  your  way. 
Only  don't  let  them  discountenance  you  for  any  length 
of  time." 

Struthers  stopped.  "That's  all,  I  guess,"  he  said. 
The  two  men  gazed  at  each  other  in  silence.  What 
they  read  in  each  other's  face  satisfied  them  both. 
Each  man  inwardly  gave  praise  for  the  friendship  of 
the  other. 

Struthers  was  the  first  to  speak. 

"Talking  as  usual,"  he  laughed.  "Sob  stuff,  this 
time." 


Hardwick  Falls  in  Line          389 

The  two  men  laughed  aloud  in  relief. 

"When  do  you  go?"  Hardwick  asked. 

"To-morrow." 

"You're  in  pretty  much  of  a  hurry.  But,  then,  you 
always  were.  By  the  way,  have  you  told  Hurley?" 

"Yes.  Yesterday.  That  reminds  me.  There  is 
something  I  want  to  tell  you.  I  offered  to  get  Hurley 
a  job  away  from  here.  A  better  job.  I  could  have 
placed  him  with  Thompson,  I  guess.  He  refused." 

Hardwick  sat  up  straight  in  his  chair. 

"You  offered  to  give  Hurley  another  job?  Well! 
That's  pretty  much  in  the  nature  of  an  eye-opener. 
Why  did  you  do  that?" 

"For  two  reasons,"  Struthers  replied.  "First  of 
all,  as  I  explained  to  him,  a  dissatisfied  man  is  of  no 
value  either  to  himself  or  the  place  for  which  he  works. 
And  secondly,  I  was  interested  in  getting  his  answer. 
As  I  say,  I  could  have  placed  him  with  Thompson. 
Hurley  is  a  good  man.  But,  I  was  quite  certain  there 
would  be  no  need  of  placing  him.  I  wanted  to  make 
sure,  however.  I  wanted  to  make  sure  that  the  experi- 
ment was  working.  Hurley  refused.  Gave  as  his 
reason  that  he  wanted  to  be  in  the  middle  of  things 
while  they  were  happening  here.  Gave  as  a  second- 
ary reason,"  Struthers  continued  after  a  short  pause, 
"that  he  was  helping  you  with  some  work  and  didn't 
want  to  leave  you." 

Hardwick  looked  up  quickly. 

"Hurley  said  that?"  he  asked. 


39°  Humanizing  Industry 

Struthers  nodded. 

"The  old  mule,  the  good  old  mule,"  Hardwick  mur- 
mured half  aloud.  "Struthers,  he  is  a  good  sort,  is 
Hurley,  and  don't  you  forget  it.  I  should  have  been 
pretty  much  of  a  lost  animal  with  you  gone  and  him 
gone.  Well,  I  guess  the  two  old  mules  you're  leaving 
will  have  to  run  in  harness  for  a  while  to  keep  things 
moving  here.  It  wouldn't  be  a  bad  idea,  though,  old 
man,  if  you  yelled  out  a  direction  occasionally  so  that 
we  don't  bump  into  each  other  and  to  help  us  keep 
a  straight  road  ahead.  What  do  you  say?" 

"I  say  all  right.  And  good  luck  to  you  and  to  the 
work  you're  doing." 


THIS  BOOK  IS  DUE  ON  THE  LAST  DATE 
STAMPED  BELOW 

AN  INITIAL  FINE  OF  25  CENTS 

WILL  BE  ASSESSED  FOR  FAILURE  TO  RETURN 
THIS  BOOK  ON  THE  DATE  DUE.  THE  PENALTY 
WILL  INCREASE  TO  5O  CENTS  ON  THE  FOURTH 
DAY  AND  TO  $1.OO  ON  THE  SEVEUX**  DAY 
OVERDUE. 


-    '  <$P 


MA.K 


,955  |,U 


FEB201941M 


-  -. 


MAY 


i ,  i  >  •_•  i 


m  19370 


527250 


UNIVERSITY  OF  CALIFORNIA  LIBRARY 


U.C.  BERKELEY  LIBRARIES 

Hill 


CQOb7MM?Sci 


